Employee benefit policy @ it companies project report

1. THE COMPANY
Dell Inc. is a trusted and diversified information-technology supplier and partner, and
sells a comprehensive portfolio of products and services directly to customers worldwide.
Dell's climb to market leadership is the result of a persistent focus on delivering the best
possible customer experience by directly selling standards-based computing products and
services. Revenue for the last four quarters totaled $52.8 billion and the company
employs approximately 61,400 team members around the globe.
Dell was founded in 1984 by Michael Dell, the computer industry's longest-tenured chief
executive officer, on a simple concept: that by selling computer systems directly to
customers, Dell could best understand their needs and efficiently provide the most
effective computing solutions to meet those needs. This direct business model eliminates
retailers that add unnecessary time and cost, or can diminish Dell's understanding of
customer expectations. The direct model allows the company to build every system to
order and offer customers powerful, richly-configured systems at competitive prices. Dell
also introduces the latest relevant technology much more quickly than companies with
slow-moving, indirect distribution channels, turning over inventory every four days on
average.
The Dell Effect
For more than 20 years, Dell has revolutionized the industry to make computing
accessible to customers around the globe, including businesses, institutional
organizations and individual consumers. Because of Dell's direct model—and the
industry's response to it—information technology is more powerful, easier to use and
more affordable, giving customers the opportunity to take advantage of powerful new
tools to improve their businesses and personal lives.
Dell has demonstrated this effect time and again as it enters new, standardized product
categories, such as network servers, workstations, mobility products, printers and other
electronic accessories. Nearly one out of every five standards-based computer system
sold in the world today is a Dell. This global reach indicates our direct approach is
relevant across product lines, regions and customer segments.
Balancing Liquidity, Profitability and Growth
Dell's high return to shareholders has been the result of a focused effort over time to
balance growth with profitability and liquidity. Dell has consistently led its largest
competitors in each of those categories.
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2. The Dell Mission
“To be the most successful technology company in the world at delivering the
best customer experience in the markets we serve.”
The DIS India Mission
“To Make DIS India a leader in the customer services arena by providing
world- class customer experience profitably.”
“ONE CUSTOMER AT A TIME, EVERY TIME”
Dell’s Business Vision
“Grow revenue to $80B by FY07”
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3. COMPANY PROFILE
PROMOTERS
Mr. Michael Dell: Chairman of the Board
Michael Dell, born in February 1965, is the Chairman of the Board of Directors of Dell,
the company he founded in 1984 with $1,000 and an unprecedented idea - to build
relationships directly with customers. Dell is a trusted and diversified information-
technology supplier and partner that sell a comprehensive portfolio of products and
services directly to customers worldwide, including many of the companies on the
Fortune 500.
In 1992, Mr. Dell became the youngest CEO ever to earn a ranking on the Fortune 500
and Dell is now recognized by Fortune magazine as America's most admired company
and No. 3 globally.
He serves on the Foundation Board of the World Economic Forum, the executive
committee of the International Business Council and is a member of the U.S. Business
Council. Mr. Dell also serves on the U.S. President's Council of Advisors on Science and
Technology and the governing board of the Indian School of Business in Hyderabad,
India.
Mr. Kevin Robbins: President and Chief Executive Officer
Mr. Kevin B. Rollins is the President and CEO of Dell. Prior to becoming CEO in July
2004, Mr. Rollins served as president and COO, vice chairman, and president of Dell
Americas.
The company employs approximately 61,400 team members’ worldwide and reported
revenues of $52.8 billion for the past four quarters. Before joining Dell in April 1996,
Mr. Rollins was vice president and partner of Bain & Co. management consultants. While
with Bain, he developed strategies around the direct selling of computer systems and
services that helped propel Dell into its current global leadership position.
INDUSRTY PROFILE
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4. List of Competitors
• PC: Apple
• SOFTWARE & PERIPHERALS:
Consumer Electronics: hp, SONY, Apple
PC Accessories: CDW
Printing and Imaging: hp, EPSON, Canon
• ENTERPRISE:
Networking: 3Com, Nortel, Juniper, ENTERASYS, Cisco Systems
Storage: Hitachi, EMC2, X10tech
Server: hp, Sun
• SERVICES: Accenture, EDS
• OTHER MAJOR COMPETITORS:
Hp, IBM, Acer, Fujitsu, Siemens, NEC, Lenovo
PRODUCTS AND SERVICES OFFERED
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5. PRODUCTS
• Servers
Dell's standards-based Power Edge line of servers is designed to provide customers
affordable performance, reliability, and scalability.
Options include high performance rack and tower servers for enterprise customers and
aggressively priced tower servers for small organizations and workgroups/remote
locations.
• Storage
Dell/EMC and Dell's Power Vault lines of storage products offer customers a
comprehensive portfolio of cost-effective hardware and software products to store, serve
and protect customer data. The portfolio includes external storage, tape backup products,
network attached storage, fiber channel arrays, storage area networks, and rack solutions.
• Printing and Imaging Systems
Dell features a wide array of Dell-branded printers, from photo printers for consumers to
large multifunction lasers for corporate workgroups. The Dell printer product line is
focused on making printing easier to buy, own, and use. All Dell printers feature the
Dell Ink Management System or Dell Toner Management System, which simplify the
supplies purchasing process by displaying ink or toner levels on the status window during
every print job and proactively prompting users to order replacement cartridges directly
from Dell.
• Workstations
Dell Precision desktop and mobile workstations are intended for professional users who
demand exceptional performance to run sophisticated applications, such as three-
dimensional computer-aided design, digital content creation, geographic information
systems, computer animation, software development and financial analysis.
• Notebook Computers
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6. Dell offers two lines of notebook computer systems. The Latitude line is designed to
address a wide range of business and organizational needs, including powerful
performance, portability, and flexibility. Latitude offerings range from wireless-ready,
highly expandable full-featured models to thin, light ultra-portable models. The Inspiron
line is targeted to customers who require high-performance computer systems at
aggressive prices. Typical customers are individuals or small-to-medium sized businesses
that require optimum performance for their investment.
• Desktop Computers
Dell customers can select from two lines of desktop computer systems.
The OptiPlex line is designed for corporate, institutional and small business customers
who demand highly-reliable, stable, manageable and easily serviced systems within
networked environments.
The Dimension line is designed for small businesses and home users requiring fast
technology turns and high-performance computing. The Dimension product line typically
features the latest high-performance components.
• Networking Products
Dell's Power Connect switches connect computers and servers in small- to medium-sized
networks. Power Connect products offer customers enterprise-class features and
reliability at a low cost.
• Software and Peripheral Products
Dell offers a multitude of competitively priced software and peripheral products,
including software, monitors, printers, handhelds, notebook accessories, networking and
wireless products, memory, digital cameras, projectors and scanners. The company also
offers several new Dell peripheral products, including plasma TVs, the Dell Digital
Jukebox MP3 player and Axim handheld.
SERVICES
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7. • Managed Services
Dell's wide range of IT management services allow customers to lower annual service
costs and enhance performance without sacrificing control of their systems. Dell Manage
Services assists customers in planning, deployment, maintenance, asset management, on-
site field services and other related services.
• Professional Services
Dell Professional Services help businesses utilize emerging technology, enhance
efficiencies, reduce business risk and maximize return on technology investment. Using
its expertise and best practices in technology consulting, application development,
solutions integration, and infrastructure design, Dell designs, develops and implements
end-to-end technology solutions.
• Deployment Services
Dell's deployment services are designed to rapidly configure and deploy Dell systems and
products into IT environments. Dell's custom factory integration services allow customers
to configure systems to meet their specific hardware and software needs. Additional
deployment services include asset management and recovery services, custom delivery
services, installation services, managed deployment services and image management
services.
• Support Services
Dell offers a variety of customized services and support programs tailored to meet
specific customer requirements. Customers can select from four tiers of service levels
through Enterprise Support for server and storage systems. Additionally, the company
provides a limited warranty for all computer systems and offers 24 hour telephone and
online technical support. Warranty upgrades and services such as Complete Care
accidental damage protection, At Home Service for technical support and Express Tech
Support, give customers priority access to Dell's technical support team.
• Training and Certification Services
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8. Dell's training and certification programs appeal to businesses and consumers worldwide.
The company's online training programs feature more than 1,200 courses for consumer,
business and IT professionals. The courses are designed for all skill levels and range from
personal finance to business productivity to IT certification. On-site service is provided
by independent third-party service providers. Dell, the Dell logo, Dell Ink Management
System, Dell Toner Management System, Power Edge, Power Vault, Power Connect,
Dell Precision, Inspiron, Latitude, OptiPlex, Dimension, Axim and Premier Dell.com are
trademarks of Dell Inc. Microsoft and Windows are trademarks of Microsoft Corp., Intel
is a trademark of Intel Corp. and EMC is a trademark of EMC Corp.
VAROIUS SEGMENTS OF DIS, INDIA
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9. DELL INTERNATIONAL SERVICES, INDIA
Customer Sales Dell Financial DGFS GDC Product
Care Services Since April Group
Since Nov Since Oct Nov. 2002 Oct 2002 2002
2002 2002
1. Customer Care:
The India Center has been in operations since 11-Nov-2002
Pre- Sales Issues: (Mrkt and Adver issues): Coupons, Dell gift cards, Rebate promo, and
price protection
• Order Assembly issues: Missing, wrong or damaged Items in Order. Production delays
inquiries, compensations, cancellations.
• Order delivery and Receive: Delivery status, freight issues, Invoice and packing slips,
tracking packages. Returns.
• Sales Order Processing: Cancellation, change or add or delete item on order, order
verification, ship to address.
• Post Delivery Support: Returns, Exchange, Mail In rebate, Concessions etc. One point
contact for every dept queries like (DFS,DPA, Sales, Tech support, DSP's. Carriers)
Issuing Credit concession, products or Coupons.
2. Sales:
The India Center has been in operations since Oct-2002 Sales has 3 lines of business:
1. Imaging : The imaging team provides sales support for Cartridges & Toners
2. E-Order: The DIS E-Order team provides sales supports to the US Online Small &
Medium Business segment.
3. ANZ- BSD: The ANZ-BSD team provides sales support for all Dell Products.
3. Dell Financial Services:
The India Center has been in operations since Nov-2002
Dell Financial Services (Bangalore) supports 2 lines of business:
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10. • Dell Preferred Account
• End Of Lease Transaction
Dell Preferred Account:
Support inbound customer services for a specific B to C (Business to Consumers)
portfolio.
This business unit is a private labeled credit card, which the Dell Preferred Customers
could use, to procure Dell equipment, worth the credit limit on the a/c. In other words, it
is a "Dell Credit Card
End Of Lease Transaction:
• Return the leased systems.
• Buy the leased systems.
• Renew the lease contract.
4. Dell Global Financial Services:
The India Center has been in operation since 28th October 2002.
• Financial Transactional Processing
• Accounts Receivables
• Revenue Adjustment
• Fraud Prevention
• Collections
• Asset Recovery Business
• Dell Financial Services (Commercial)
• Credit Analysis and Order Processing activities for the US, Canada, EMEA and ANZ
regions.
5. Global Development Center
GDC Operates 2 centers in India and Brazil. The India Center has been in operation since
April 2002.
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11. – Achieved CMM Level 2 in July 2003
– Tracking to 95%+ on time project delivery
– Providing IT development and testing services to every segment
• Sales & Marketing
• Worldwide Operations (Manufacturing, Logistics & Distribution)
• Corporate Functions (Finance etc.)
• Data Warehouse
– Providing IT development and testing services to every region
• Americas
• EMEA
• APJ
6. Product Group – Enabling Product Leadership
Dell drives standards in the industry. Using standardized components and products from
strategic partners allows Dell to deliver superior functionality, performance and value to
our customers
Standards Based Technology
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12. This strategy is consistent with a recurring trend in the IT industry – over time,
technology standardizes. As technology develops it moves along a continuum from
purely proprietary to full commodity. Standardization increases volume and lowers costs
because:
• Proprietary technology requires heavy investment, typically by a single vendor,
which increases its cost
• Commodity technologies have greater volume to subsidize the R&D, which lowers
cost.
Proprietary technology has advantages, but its disadvantages typically include high
prices, single source support, and narrow development – all of which add up to vendor
lock-in and lack of choice for customers.
Dell is a driving force in pushing technology along this curve and making it more
affordable to the masses. The Dell approach is unique – others seek to resist this
standardization while Dell embraces it and seeks to compete on the operational
efficiencies of the direct model – not the extent to which we can lock our customers into
our proprietary solution.
Dell’s
research
focus
Other companies’
research focus
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13. ORGANIZATIONAL STRUCTURE
OFFICE OF CEO
Michael Dell Kevin Rollins
CORPORATE/ SUPPORT FUNCTIONS
Corporate Corp Investor Finance I/T Legal Chief Ethics Human Corp WW
Marketing Strategy Relations Officer Resources Comm. procure-
and security ment
Mike George Colin Lynn A. Jim Randy Tom Thurmond Paul Elizabeth Martin
Buechler Tyson Schneider Mott Green Woodard McKinnon Allen Garvin &
Glenn
Neland
US DIS AMERICAS
CONSUMER
John Hamlin Chip Saunders Customer SMB Software & Americas Public Corporate
Experience Peripherals Interntnl Business
Consumer Global Solution Center
Solution Center Bert Quintana
Sean Erickson
Karen Frank Scott O’ Lawrence Brian Steve Felice
Quintos Muehleman Hare Pertland Wood
Americas Manufacturing
Mr. Dick Hunter
Operations Fulfillment Product Eng.& Quality Demand Supply Planning
America’s Services
Mr. Gary Cotshott
PRODUCT GROUP
Mr. John Medica Mr. Jeff Clark
Inspiron Dimension Latitude OptiPlex Precision Imaging& Power Edge Power Power
Printer (Servers) Vault Connect
(Notebook) (Desktop) (Notebook) (Desktop) (Work (Storage)
Station)
International Region
EMEA Asia Pacific
Paul Bell Bill Emilio
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14. DIS INDIA- ORGANIZATION CHART
ROMI MALHOTRA - VP, DIS India
Jaydeep Ganesh George Vivek Sandeep Sairam Rai
Pradhan, Lakshminarayanan John Mathur, Suri jayaraman Venkaty
Dir. Dir, Mgr, BPI Dir. Dir. Dir. GDC Dir. Finance
Hydbad Bangalore Strategy Mohali
Contact Center Contact Center Contact
Center
K.S Nanda Vinay Vivek
Narahari -Kumar S Chawla Maansingh
Dir. Legal
Comm Dir. IT Dir. PG
Harish Vijay Vinay Sanjay
Bhosle Bhardwaj Verma Shah
Dir.
Dir HR Dir. Dir.
GFS Facilities CCOD
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15. DELL FINANCIALS
Dell is on a Path to Double Revenue in 5 Years
F
Y ’0
2 $62B
$49.2B
REVENUE
$41.4B
$31.5B
FY’04 FY’05 FY’07
YEAR
Highlights of Dell’s Stock History
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16. Date Event Per Share Price Pre Split Stock
Price
June 22, 1988 Initial Public Offering $8.50 --
April 9, 1992 Three-for-Two Split 25.81 38.72
October 27, 1995 Two-for-One Split 45.00 135.00
December 6, 1996 Two-for-One Split 56.75 340.50
July 25, 1997 Two-for-One Split 81.50 978.00
March 6, 1998 Two-for-One Split 69.25 1,662.00
September 4, 1998 Two-for-One Split 54.75 2,628.00
March 5, 1999 Two-for-One Split 43.03 4,131.00
July 29, 2005 Close of Last Quarter 40.47 3,885.12
Dell’s Market Share for Various Products
Product Segment Spending Segment Growth Dell Market Share
PC $160 billion Low 18%
Server $40 billion Medium 14%
Storage $25 billion Medium 6%
Services $335 billion Low 1%
Software& Peripherals $413 billion High 3%
Networking $29 billion Medium <1%
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17. A COMPARISON OF THE BIG B’s
DELL IBM HPQ
EPS comparison $0.29 3rd $1.55 1st $0.30 2nd
ROIC comparison Infinite 1st 58% 2nd 41% 3rd
Operating Income Comparison 9% 2nd 16% 1st 7% 3rd
Operating expenses Comparison 10% 1st 23% 3rd 18% 2nd
Cash Comparison :
Days sales outstanding 32 43 38
+Days sales Inventory +3 1st +21 2nd +40 3rd
-Days Payable Outstanding -70 -48 -43
Net Cash Conversion Cycle -35 16 35
Gross margin comparison 18% 3rd 38% 1st 25% 2nd
Revenue growth comparison 18% 1st 9% 2nd 9% 3rd
DELL’S DIRECT MODEL
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18. Suppliers DELL Customers
Direct Relationship
Most Efficient Path to Customer
Single Point of Accountability
Build to Order
Low Cost Leader
Standard Based Technology
DELL DIRECT MODEL
Best Value
Customized Systems
Superior, tailored service & support
High Quality & Most relevant technology
Product & services those are easy
To buy and use
Customer Experience
With its singular focus on the customer, the model takes five basic tenets and creates a
unique way of buying and selling technology. That not only sets Dell apart, it means that
the customer experience is revolutionary
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19. The five tenets of the model are:
1. Most Efficient Path to the Customer
Dell believes that the most efficient path to the customer is through a direct Relationship,
with no intermediaries to add confusion and cost. They are organized around groups of
customers with similar needs. This allows their teams to understand the specific needs of
specific customers - without customer needs being "translated" by inefficient resellers
and middlemen.
2. Single Point of Accountability
Dell recognizes that technology can be complex, so it works to keep things easy for its
customers. They make Dell the single point of accountability so that resources necessary
to meet customer needs can be easily marshaled in support of complex challenges. Their
customers tell them they want streamlined and fast access to the right resources; direct
provides just that.
3. Build-to-Order
Dell provides customers exactly what they want in their computer systems through easy
custom configuration and ordering. Build-to-order means that it doesn’t maintain months
of aging and expensive inventory. As a result, it typically provides its customers with the
best pricing and latest technology for features they really want.
4. Low-Cost Leader
Dell focuses resources on what matters to its customers. With a highly efficient supply
chain and manufacturing organization, a concentration on standards-based technology
developed collaboratively with its industry partners, and a dedication to reducing costs
through business process improvements, it consistently provide its customers with
superior value.
5. Standards-Based Technology
Dell believes that standard technology is the key to providing its customers with
relevant, high-value products and services. Focusing on standards gives customers the
benefit of extensive research and development from Dell and an entire industry - not from
just a single company. Unlike proprietary technologies, standards give customers
flexibility and choice
POLICIES & PROCEDURES
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20. Employment Conditions:
Training and Probation:
Trainees hired by DIS will be considered in training for a period of six months. Upon
successful completion of training, the management, at its discretion, may offer
employment to the trainee in the Company by issuing a fresh letter of appointment.
Work Rules:
All employees in Bangalore are required to work on an 8-hour shift (which includes a one
hour break) five days a week. The scheduling of the various shifts is subject to change
depending on the service delivery requirements. Any change in the shift timings shall be
intimated to the concerned employees in advance.
Business Conduct:
Improper business conduct violates integrity, can lead to misuse of resources and can
result in sever penalties/damage for employees and the company. All employees must be
aware of Dell’s Code of Conduct.
Employees must not engage in situations where they:
 Are in violation of laws of any country;
 Are in violation of the Code of Conduct or any other corporate policies;
 Engage in dishonest or fraudulent behavior;
 Have or appear to have acted in an unethical manner;
 Have or appear to have a conflict of interest; or
 Engage in any trade or business which is in conflict with the business of the
organization.
All employees are responsible for reporting any instances of non-compliance and are
encouraged to direct business conduct issues and concerns to the Ethics Office
representative for India or to their immediate manager.
Attendance:
Dell expects that all employees will maintain consistent and reliable attendance. An
Employee's attendance is one of the factors considered in performance reviews, transfers,
and promotions. Leave, Late Arrival, Early Departure, Unexcused Absence/ No Call are
strictly prohibited
Time Away from Work:
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21. Types of Leave: The leave eligibility is calculated on the basis that the leave year is
April to March.
Annual leave with pay- A total annual leave of 13 days in a leave year are permissible.
If an Employee does not in any one leave year take all of the annual leave to which the
employee is entitled to, then, any unused leave will be rolled over and can be used during
the following leave year. However the total accumulated number of days carried over
shall not exceed 30 days. An employee is entitled to en cash up to 10 days of unused
annual leave in each leave year, in lieu of roll over. Encashment will be paid to the
employee in the month of April of the following leave year and will be computed only on
the base salary of the employee
Sick leave and casual leave –
Employees (other than trainees) shall be entitled to leave with pay for a period not
exceeding 12 days in a calendar year on the grounds of any sickness or accident
sustained by the employee or for any other reasonable cause.
In addition to the above, all Employees are entitled to 5 days ex-gratia leave in each
leave year, which may be withdrawn or revised at the discretion of the Management
dependant on business needs and subject to prior notice to all Employees.
The holidays falling in between any leave period will not be treated as leave. For the
purpose of calculation of leave, working days will not include the weekly offs.
Employees desiring to avail leave of absence for three or more days, excluding sick
leave, shall submit a leave application to the immediate superior or manager at least two
weeks in advance of the date on which the leave is requested. Leave applications need to
be submitted at least two days in advance for request of less than three days of leave. The
immediate manager or appropriate delegate will review the application and provide a
written decision, either refusing or approving the leave of absence within twenty-four
hours of receipt of request. If an employee requires an extension of the leave, he shall
make an application in writing for that purpose sufficiently in advance to enable
Management to communicate its decision in time. No Employee may take leave unless it
has been specifically approved in writing.
If an employee is unable to attend duty due to illness or an accident, he shall, as soon as
possible (at least two hours prior to start of work schedule), notify his immediate
manager. Prior to returning to work, the employee must submit a medical certificate to
the immediate manager. If the medical certificate is not acceptable to Management, the
employee will need to provide additional documentation to Management and/or appear
before a medical officer/ physician approved by the Company for medical examination.
The observation and certification of such physician/medical officer is final and binding
on the employee. If the employee fails to provide adequate documentation and/or is not
approved by the medical officer, the occurrence shall be treated as an unauthorized
absence and the employee will be liable for disciplinary action as provided in the Service
Rules.
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22. Maternity leave - Female employees are entitled to maternity leave for a total of 12
week. Six weeks will have to be taken immediately before the anticipated delivery date
and six weeks immediately after delivery.
Payroll will maintain an up to date record of each employee’s annual leave and will be
made available to employees upon request
Holidays - The National and festival holiday schedule will be published by Management
on the Notice Board two months prior to the start of the respective calendar year. The
total number of such holidays shall not exceed 10. Management may declare additional
holidays in its sole discretion
Notice Period-
A employee confirmed in service may terminate employment with the Company by
giving one month’s notice in writing or salary in lieu of notice. Management reserves the
right to relieve the employee from service even before the expiry of notice period even
though there is no such request from the employee. No employee shall be entitled to
utilize leave during the notice period, after submitting his resignation, unless otherwise
permitted by Management.
Retirement Age-
Employees are required to retire from service on attaining the age of 58 years.
Compensation Policy-
It is the policy of Dell that the total compensation programs of its employees worldwide
should support Dell’s business model by targeting competitive market median based
compensation, with above market variable compensation tied directly to key business
performance measures. Dell's pay for performance or meritocracy reward systems pay
people based on what they contribute to Dell's success rather than on the basis of service
or tenure.
Overtime-
Employees may be required by Management to work overtime because of business
exigencies. However, all overtime hours need prior written approval from an employee’s
immediate manager. No employee shall be required to work overtime in excess of 50
hours in a continuous period of three months. Non-managerial employees are eligible to
receive overtime at a rate of two times basic and HRA for all hours approved and worked
in excess of the standard work schedule.
Smoking, Drug and Alcohol Free Workplace
While the company respects the personal preference of each individual whether or not to
smoke, it is the objective of the company to provide a smoke free, comfortable and
healthy work environment for all its employees. To this end, smoking in the
establishment is not allowed, except in designated smoking areas.
Smoking in company arranged vehicles during travel to and from the establishment is
prohibited.
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23. Alcohol and illegal drugs have no place in the workplace and are inconsistent with a safe
and productive work environment. With the exception of moderate and prudent alcohol
consumption during legitimate business entertainment, Dell employees are prohibited
from consuming alcohol or using, possessing or distributing illegal drugs while working,
operating Dell property (including company vehicles) traveling in company arranged
vehicles or engaging in Dell business. Employees also may not perform work for Dell or
operate company vehicles or other equipment while under the influence of alcohol or
illegal drugs.
Violence, Threats and Weapons
The safety of our employees is extremely important to Dell. Dell employees are
prohibited from engaging in violence or other deliberate acts intended to harm another
person or his/her property. Similarly, Dell employees must not make threatening or
menacing comments, or behave in such a way that may
Open Door Policy
Open communication is a cornerstone of Dell's culture. Dell's direct business model
demands straightforward and open communication between Dell, its customers, suppliers,
partners, shareholders and other stakeholders. Dell employees deserve no less.
Every Dell employee should feel comfortable dealing directly with his or her manager,
other members of management, and representatives of the Human Resources department
regarding any employment-related issue, or to resolve misunderstandings or conflicts,
without fear of harassment or retaliation.
The Open Door policy provides employees with a way to resolve a grievance, raise issues
of general concern and otherwise have their voices heard. All employees shall be treated
with dignity and respect and will not be subject to retaliation, threats or harassment for
using the Open Door Policy
Harassment
Unlawful harassment is harassment of an individual because of that individual’s sex,
caste, religion, race, descent, place of birth, disability or other legally protected
characteristic that is a term or condition of employment. Ordinarily, to constitute
unlawful harassment, the conduct must be offensive and unwelcome, and has the purpose
or effect of unreasonably interfering with an individual’s work performance or creating
an intimidating, hostile, or offensive working environment.
Dell policy prohibits inappropriate or offensive conduct whether or not it is sufficiently
severe to be unlawful harassment.
“Sexual discussions or conduct, and comments or conduct that are discriminatory or
offensive on the basis of race, color, religion, national origin, sex (including pregnancy),
age, disability, sexual orientation, martial status or any other status protected by law, are
inappropriate in the workplace and violate Dell policy even if they do not meet the legal
definition of unlawful sexual or other discrimination or harassment.”
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24. Dell can and does take action to stop inappropriate behavior before it rises to the level of
unlawful harassment.
Examples of harassment:
 posters/pictures of nudes or semi-nudes
 off color, sex oriented or racists jokes
 symbols offensive to racial or religious groups e.g swastika
 persistent staring
 sexual innuendoes
 unflattering or mocking names based on race, gender etc
 graphic or descriptive comments about a person’s body or physical appearance
 deliberate touching or cornering
 unwelcome advances or flirtation
 letters , telephone calls or Email messages of a sexual nature
 accessing pornographic material on the internet at work
Types of harassment
 Sexual harassment
 Gender harassment
 Non-employee harassment
 Off-site harassment
 Other discriminatory harassment
 E-mail Management:
 Dell's e-mail systems will either be provided and managed by or approved by Dell's
Information Technology department.
 The use of Dell systems and networks to access external web-based or personal e-mail
systems or applications is strictly prohibited. Examples of prohibited e-mail systems
include hotmail, Yahoo mail, and POP mail.
 E-mail systems within Dell that are not provided by Dell's Information Technology
department will comply with Dell's anti-virus, account management and message
retention policies.
 Do not share your Login ID and Password with your colleague or access using your
colleague properties without permission of Dell's IT department, except for Share
Mailbox.
 All inbound and outbound Internet e-mail will pass through Dell's SMTP mail gateways
and/or Exchange Internet Mail Connectors. All other Internet mail traffic will be blocked
at Dell's network perimeter.
 Appropriate Use of E-mail
 Sending (or forwarding) electronic chain letters via Dell e-mail is strictly prohibited.
 Auto-reply messages will not be distributed to recipients outside of Dell's
 Knowingly sending a computer virus via Dell e-mail is strictly prohibited.
 Virus alert notifications to Dell computer users will only originate from a Dell Corporate
mailbox such as Corporate Communications, Information Security or Global Messaging.
 Sending e-mail messages that are against the code of conduct such as sexually, racially,
or otherwise offensive language, text or pictures through Dell e-mail is strictly prohibited.
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25.  Confidential information will not be sent via e-mail (internal or external) unless a Global
Information Protection approved encryption mechanism is utilized.
 Regular checking of your mailbox to ensure Original Company Records are saved in the
same location where other Original Company Records are stored, such as a departmental
central file, data share, or other archive area and handled via standard Records
Management practices and policies.
 Messages should be deleted that are not Original Company Records and are no longer
needed.
 Avoid using "reply to all" function unless it is absolutely necessary for all addressees to
receive the message.
 The occasional use of Dell e-mail for personal use is permitted provided it is kept to a
minimum and does not violate any applicable laws or Dell policies or standards.
Data Confidentiality Policy
Purpose:
In order to effectively and efficiently achieve its business objectives, Dell must ensure
that information used in conducting Dell’s business is managed such that:
 any disclosure of company information is authorized (Confidentiality),
 any modification or deletion of company information is authorized (Integrity), and
information is accessible when needed in supporting business operations (Availability).
The mission of Dell’s Information Security program is to protect Dell information from
unauthorized modification, disclosure, destruction, or unavailability. To accomplish this,
Dell has established policies, standards and guidelines to ensure that company
information assets are protected at Dell.
Scope:
This policy applies to the following:
 all information generated by Dell regardless of its location or status;
 all information that Dell has a legal or contractual obligation to control (i.e.,
information shared with Dell under non-disclosure agreement);
 all computing resources owned by Dell, used to process or transport Dell information, or
present at any Dell facilities;
 all employees or guests while 1) working for Dell, 2) present at Dell facilities, or 3)
when accessing, storing, transporting or processing Dell information.
This policy is globally authoritative and applies to ALL Dell business interests
worldwide.
Information Confidentiality:
At Dell, information confidentiality is expressed in one of four classes or classifications
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26. (from most restrictive to least restrictive): HIGHLY RESTRICTED, RESTRICTED,
INTERNAL USE, or PUBLIC. The first three classifications are considered Confidential
and Non-Public information at Dell. Controls required to ensure confidentiality of
information are most stringent for information classified HIGHLY RESTRICTED and
least stringent for information classified as PUBLIC. Confidentiality relates to the ability
to view or distribute information.
Data Protection and Control:
 Data custodians must be identified for all systems that process, store or transport Dell
information.
 Contracts must be in place with third-parties that access, store, process or transport Dell
information and must require compliance with this and other Dell information security
policies and standards as well as compliance with applicable laws and regulations.
Additionally, such contracts must ensure Dell’s right to audit for compliance and right to
indemnification for third party’s non-compliance.
 All applications, systems and networks must enforce the required controls identified
below based upon the highest Confidentiality, Integrity and Availability classification of
information they process, store, or transport
SWOT ANALYSIS
Strengths
• Dell is never out of competitive price position (including promotions) for more
than 24 hours.
• Dell never compromise time to market on new “in the box” technologies and invest in
winning product reviews.
• Dell fully leverages and invests in the website to communicate, create demand, and
close sales- it is its most important scaling tool.
• Consistency in execution and attention to detail every day wins the game for Dell.
Threats
•
They need to communicate to their stake holders that their leveraged R&D model
doesn’t mean that they are not innovative.
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27. • Low-cost focus may reduce quality of product, service, and support.
• The regional players are able to take advantage of lower costs in developing
markets (Globalization)
Opportunities
• R&D-Intensive, proprietary products can be disruptive
• They have a challenge to co-operate the suppliers and R&D investors.
• The convergence of several IT markets and key players might create opportunities to
work with former competitors.
Obstacles And Challenges:
• To transfer the knowledge and Best practices.
• To modify their business model for a variety of countries and cultures.
• To maintain and grow their employee commitment to the organization.
• The convergence of several IT markets and key players might create challenges if
they lose partnerships due to shift in competitive strategies.
• Acquiring customers is more expensive than retaining them. They focus on retaining
the installed base of customers while targeting additional profitable segments for
acquisition.
When does Dell enter a market?
They selectively enter new markets that:
• Fit their economics-large, profitable, standardizing market
• Leverages their capabilities
They enter with low R&D investment by:
• Forming partnerships with existing players
• Branding third party products
They layer in new capabilities and offerings over time by:
• Taking ownership of the value chain
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28. • Improving Dell’s margin dollars
Policies:
They don’t drive using the rear-view mirror- the past two months are usually not the
best indicator of the next to months.
PROJECT REPORT
Objective: To determine the Different Employee Benefit
Policies Followed by Various BPO’s & ITeS
RESEARCH METHEDOLOGY:
Type of Research Survey Method
Sampling Technique Convenience Sampling
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29. Sample Size Ten
Sample Description The H.R Managers & Employees
of Various BPO’s & ITeS
Instrumentation Technique Direct Interview
Number of Companies Approached 60
VARIOUS INFRASTRUCTURAL FACILITIES:
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30. Company AXA Customer H.P Health HTMT i-Gate IBM Mphasis Nipuna Progeon
First Scribe
Facilities
Cafeteria          
Internet          
Kiosk
Pick Up/          
Drop
       
Library
Meditation,    
Yoga Room
Dormitories    
Hydbd
T.T Room    
Basket Ball  
Gym/     
Aerobic
Center
Film Room 
Day Care   
Center Pune
Further Education Policy
AXA Insurance:
• No Tie - ups: Axa doesn’t have tie up with any educational institute regarding the
further education of its employee.
• Reimbursement after completion: The company reimburses the amount after the
employee has finished the course
Customer First:
• No Tie – Ups: Company didn’t seem very interested in further education of
employees. ICFAI had approached them & put their kiosk in the premises as well.
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31. • No Reimbursement: No Reimbursement policy exists for facilitating further
education.
H.P:
• Tie Ups with TAPMI & Symbiosis: The Co. has tie-ups with two major institutes
for running MBA course.
• The Courses are Correspondence Course
• The company Reimburse either 75% or 50000/-, Which ever is lesser.
• They also have Provision for subsidized Loans.
Health Scribe:
• The co. doesn’t have any Tie-ups with any Educational Institutes
• Reimburses only for Executives/Managers, No such provision for all the
employees till now.
HTMT:
• They have Tie-Ups with IIM’s, XLRI, J.M.Bajaj, and Mahe University.
• All the programs are Correspondence Program.
• No Reimbursement: The co. doesn’t reimburse any amount for the employees, it
however provides subsidized Loans.
i-Gate:
• The company has tie up with ICFAI for their MBA program.
• The Courses are run through Correspondence Program.
• They Reimburse 70% of the Course fee.
IBM-Daksh (Gurgaon):
• No Tie-Ups: Company doesn’t have any tie ups
• No Reimbursement: No Reimbursement policy exists for facilitating further
education.
Mphasis:
• The Company has Tie up with TAPMI & Symbiosis, Pune- for their MBA
Courses.
• The Programs are Contact Programs.
• 100% Reimbursement for the course fee
Nipuna:
• They have Tie up with I.C.F.A.I.
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32. • The Programs are Correspondence Program
• Reimbursement only for Executives, The company doesn’t support all its
employees in further education.
Progeon:
• Tie up with TAPMI & Symbiosis, Pune
• The Programs are Contact Program
• Employees are Reimbursed 100% if they score a First Class in the above
mentioned Courses
………………………..What’s Different?..............................
Every Company Surveyed had Something Unique to talk about them. Following is
the list of some such feature:
AXA Insurance
 This company has a provision of ‘Sabbatical Leave’. The employee is allowed to
go out for further studies and come back to join his job later.
 They also have ‘Day Care Center’ which is being handled by a third party.
H.P
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33.  H.P has a qualified Nutritionist who takes care of the food related health problems
& helps the employees set a right diet suiting their work lives.
 H.P also facilitates ‘Day Care Centers’ for the young working mothers
Health Scribe
 Health Scribe had the Policy of “Induction with Family”. They have discontinued
this trend but are thinking of applying it again.
According to Mr. Vivek Menon of Health Scribe:
“It was becoming quite difficult to manage the large crowd so we
had to discontinue that trend but it definitely was an effective way
of Retention…When the whole family comes & visits the Campus
where their loved ones are going to work-It develops a personal
bond between the company & his Whole Family”
 Health Scribe also has a “Work From Home Policy” where in
150 out of its 1950 employees have the flexibility to work directly
HTMT
 HTMT has a “Trained Psychiatrist” from NIMHANS, Who counsels the
employees not only for their professional but for their personal problems as well.
 The company also has a “FUN Committee”, which conducts a lot of fun based
activities- to keep the environment of office in the right & Jolly Spirit.
i - Gate
 i -Gate has a unique feature of “Monthly Meeting with the C.E.O” of the
company, where in Mr. Phanees Murthy comes and meets the employees of the
company, hence boosting their morals to a great extent.
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34.  i - Gate also has the provision of Paternity Leave, comforting its employees in
their personal front.
Nipuna Services
 With the work force of 250 employees, The Company stresses on “Strong
Personal Bonding”, to materialize it a number of fun based activities at work are
organized . Nipuna believe that it not only creates a friendly work environment
but helps in retention too.
 Constant Communication flow between the employees and their managers is
given a lot of stress at Nipuna Services.
 The Company provides a 2 day Paternity Leave to the Father employees of the
new born babies.
Progeon
 Progeon stresses on “Building True Values” in its employees. Special programs
are run to develop and make them realize the importance of Moral and Integrity.
 The company doesn’t believe in hiding facts – Ms. Kamini Gopinath informed
that Infosys declared its attrition rate for last year as 35%. This 35% included
those people who cleared the written exam but could not clear the Medical Test -
that shows the amount of Transparency in the entire system.
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35. Summary
BPO is the buzz word today in India. Good work environment, Great benefits,
Flexibility of time, Attractive Lifestyle and Additional facilities like Transport are
one of the major reasons why People from varied backgrounds are joining this
Industry.
In spite of the various benefits associated with BPO industry people are still
changing their jobs. Experts in the industry feel that it’s not the money that
matters but Lacks of personal life, Higher Education, Physical Strain etc are one
of the Major reasons of attrition today.
An individual who has compromised his personal development is bound to
develop psychosomatic symptoms such as digestive disorders or erratic behavior
on account of lack of rest. Organizations need to monitor such developments as
they can usually trigger employee dissent which can be equally infectious.
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36. In other words Lack of Personal Development in the job impacts the employee
not only professionally and organizationally but on the Individual front as well.
The BPO Companies operate on a global delivery model which imposes certain
challenges for employees in terms of balancing their work with their social lives.
To overcome these Problems various companies are trying out distinct & unique
methods, which would not only invigorate the work environment & help the
employees maintain their work-life balance but would also enhance and develop
them personally.
 Facilities like Day Care/ Crèches are slowly becoming an important part of BPO’s
today. The companies with younger crowd (Avg. age 23-24) & nearer location to
city still don’t feel the need of crèche facility.
 Companies are organizing lots of fun events and cultural activities throughout the
year to maintain the work-life balance. Social events, parties and family days are
conducted for celebrations of achievements.
 Companies are coming up with gymnasiums, basketball courts, tennis courts,
swimming pools and other sports facilities for keeping their bodies fit and
healthy- Whether people are actually using these facilities or not is a different
point to ponder on.
 Companies have come to understand the negative impact of Work- Life
Imbalance- not only on the personal life of the employee but also on their
Professional performances- Many firms have hence hired Professional
Counselors.
Companies are doing anything and every thing possible, to help their employees
grow within the organization. ‘Feel at Home’ Concept is the Mantra today. An
Employee spends almost 10 out of 24 hrs of the day, working at odd hours, in the
office; the companies are hence making sure that the employee feels at home
away from home.
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37. ANNEXETURE
Companies included in the survey
• AXA Insurance
• Customer First
• H.P
• Health Scribe
• HTMT
• i-Gate
• IBM-Daksh
• Mphasis
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38. • Nipuna Services
• Progeon
Source of Data Collection
• Primary Data :
Mr. Kannan – HR Manager, Mphasis
Ms Kamini Gopinath- HR Manager, Progeon
Ms Laxmi Krishnamurthy- HR Manager, i-Gate Global Solutions
Mr. Shashi- Employee, i-Gate Global Solutions
Ms Soumya Bhat-HR Manager, AXA Business Services Pvt. Ltd
Mr. Vivek Menon- HR Manager, Health Scribe
Mr. P Ganguly- HR Manager, Hinduja TMT
Mr. Vikram Sathi-HR Manager Nipuna Services
Mr. Rana George- HR Manager, Customer First
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39. Ms Kavita Satish Nayak- Employee, H.P
Mr. Gagan Gill- HR Manager, IBM Daksh, Gurgaon
Excel Sheet of Contacts: P1Contact List.xls
• Secondary Data : Websites of the all the companies
QUESTIONNAIRE
1] What are the different Infrastructural facilities provide by the company?
1. Gym
2. Library
3. Meditation Room
4. Cafeteria
5. Internet Kiosk
6. Any other _____________
2] Does the co. provide Day Care Facility for the young babies of working
mothers?
• Yes ____
• No ____
If No, Why?
3] If an employee wants to leave the job temporarily for research work for 1-2 years
(SABATICAL LEAVE) is there any provision in the co. for such a leave?
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40. What is the duration allowed?
4] What are the various over all personality developmental programs run for the
Employees?
• Program related to Work life balance ____
• Program related to Stress Management ____
• Program related to handle attitudinal problem ____
• Program related to Promoting Team spirit ____
• Any Other Special Program _____________________
5] How is co. handling the problem of Monotonous job in BPO Industry?
- Is there any provision of job rotation?
• Yes ____
• No ____
6] Is there any provision of Internal Job Posting (IJP)?
7] Does the company follow "Mobility Policy" i.e. if the spouse is
transferred, would the co. b ready to send the employee to the
same place?
8] How much importance does the co. give to the Continuous learning
of the employee?
i.e.
a) Does it have any sort of affiliation with any Institute? E.g. TAPMI, Symbiosis etc
• No ____
• Yes ____ Kindly mention the course __________
Institute __________
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41. b) Are the programs
• Contact Program ____
• Correspondence Program ____
c) Does the co. REIMBURSE any amount of money for the further
education program taken up by the Employee?
• No ____
• Yes ____ How much?
d) Is there any provision for subsidized loan for further
education?
MY EXPERIENCE & LEARNING
Practical learning is true learning… When one learns things
practically, they are bound to stay forever in his mind & heart
 Working in a top notch company like Dell was a Good Learning Experience.
Apart from an eight weeks project certificate I am taking along a lot of
learning’s with me.
 After an initial reluctance regarding my project, I slowly developed a liking
towards it. Visiting Various H.R Managers helped build a sense of confidence
within me and gave me a lot of professional exposure too.
 The experience shared by the HR Managers regarding there companies was as
relevant & important as the answers for the questionnaire of the project.
 These eight weeks have taught me a professional and systematic way of doing
things, and have definitely developed a greater sense of maturity in me.
I would like to thank DIS for giving me this learning opportunity.
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42. SUGGESTIONS
 As far as the Infrastructural Facilities are concerned, DIS already is amongst the
best facilitators in the Industry- Dormitories, 24/7 Cafeteria, Gym etc but the
facilities like Film Room and Meditation room would certainly be a effective tool
for helping the worked out employees relax and entertain.
 Day Care is an upcoming an interesting facility, The company can either go for its
own facility or can give it to some other firm on contact basis.
 Opening a Grocery outlet like food world inside the company would not only
avoid the pains of going to market for every small thing but it would also save the
time and energy of the employees, which instead would give them more time to
spend at home.
 Regarding the fitness of the employees, Basket Ball Court as a Sport facility is
another good point to be considered.
 Some companies included in the survey provide Paternity leave to their male
employees, so that they can be with their wives in the crucial moments of their
married life-hence giving a personal touch to the employee-company relationship.
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43. BIBLIOGRAPHY
Organization Behavior by, Robbins
ERM by, Nair & Nair
Websites:
www.dell.com
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