Recruitment Strategy for KPO


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Recruitment Strategy for KPO

  1. 1. RECRUITMENT STRATEGY FOR A KPO FIRM 24/7SOLUTIONS By Siva Priya S (2011012) Niraj Singh (2011013) Pawan Bhati (2011014) Prashant Mishra (2011015) Ridhima Chopra (2011016) Submitted to: Prof. Nitika SharmaIndus World School of BusinessGreater Noida 02/04/20121|Page
  3. 3. EXECUTIVE SUMMARYKnowledge Process Outsourcing (KPO) are the firms who provide technical solutions to theIT companies and for electrical companies. Knowledge Processing Outsourcing (popularlyknown as a KPO), calls for the application of specialized domain pertinent knowledge of ahigh level. The KPO typically involves a component of Business Processing Outsourcing(BPO), Research Process Outsourcing (RPO) and Analysis Proves Outsourcing (APO). KPObusiness entities provide typical domain-based processes, advanced analytical skills andbusiness expertise, rather than just process expertise. KPO Industry is handling more amountof high skilled work other than the BPO Industry. While KPO derives its strength from thedepth of knowledge, experience and judgment factor; BPO in contrast is more about size,volume and efficiency. In this paper we are going to formulate a strategy for Human Resourcedepartment.3|Page
  4. 4. I N T R O D U C T IONThe popularity and maturity over time of the Business Process Outsourcing (BPO) sector ledto the evolution of yet another form of global outsourcing known as Knowledge ProcessOutsourcing (KPO). BPOs aimed at managing the most critical and/or non-critical processesof an organization through technology and specialized approaches. On the other hand, KPOrefers to the outsourcing of knowledge intensive tasks and functions to outside experts.Unlike BPOs (which nowadays have become more like a commodity business), KPOs offerdomain based expert services to various investment and equity research firms, marketresearch companies, etc.The Indian KPO services industry is estimated to be around USD5.7 billion currently andgrew by 15-17% in the recent past. Even though the Indian KPO industry is facing stiffcompetition from Philippines, Russia, China, Poland and Hungary, Indian KPOs have theirown competitive advantages in terms of low-cost offerings, skilled manpower with sales andmarketing capabilities and domain expertise and knowledge of regulatory compliancesamongst others. The Indian KPO providers offer a range of solutions to diverse industrysegments such as FMCG, engineering, automobile, telecom, R&D, banking and financialservices, insurance, etc. In the coming years, the volume and complexity of work beingoutsourced to the Indian KPOs is expected to increase tremendously, due to the competitiveadvantages mentioned above.Another factor fuelling the growth of the KPO sector in India is the scarcity of skilled andqualified knowledge professionals in developed economies like US, UK, especially inknowledge-intensive areas such as R&D in Very Large Scale Integration (VLSI), engineeringdesign, IT, financial risk management, etc.4|Page
  5. 5. ASSUMPTIONS A KPO Company for an IT company 1. 50 Front line call attenders (M/F Ratio: 7:3) 2. 5 Supervisors (Call Transferor – No Females) 3. 1 Manager 4. CEO About External Environment and others 1. Operating in India. 2. Company is already existing and reputed. 3. No night shifts for female employees.5|Page
  6. 6. MERITS AND REQUIREMENTS OF MODES OF RECRUITMENTFront Line Call AttaindersExternal Recruitment – Consultants, Job Portals  Less Cost & Time (for 50 candidates)  Huge Candidate pool with expected skill set  Short listing can be done quickly  Less training for “Experienced” candidates  For fresher (Induction Training)  Stress Management TrainingSupervisor – Call DirectorInternal & External RecruitmentInternal – Internal Job posting, Employee Reference, Promotion  Less Cost ( Possibly no cost )  Less Time  No need for induction training (Promotion)  Motivation (Promotion)  Increased Loyalty & MoraleIf not available by Internal sources, External - Consultants  Less Time  “New Blood” – „New Ideas”Middle Level ManagersInternal & External SourcesInternal –  Employee ReferralsExternal –  Head Hunting  Preference for Employee Referrals  If not – Head Hunting through ConsultantsSo with above references & facts it is very clear that a KPO firm needs internal as well asexternal recruitment methods. RECRUITMENT STRATEGY FOR KPO6|Page
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  8. 8. JOB DESCRIPTION & JOB SPECIFICATION FOR FRONTLINE CALLERSKPO Job Description and ProfileKPO professionals basically work for the companies, which receive the knowledge-basedprojects or work from various other companies. It is knowledge outsourcing of intensivebusiness processes, which require specialized domain proficiency and it involves processes likeresearch, valuation, investment researches, insurance and legal claim, patent filing etc…theother responsibilities are viewing the overall performance of staff as well as planning a bettertraining for them.Duties and ResponsibilitiesThere are a number of duties and responsibilities which have to be fulfilled by a KPO and theyare as follows:  The person has to monitor the random calls daily for the reduction of number of mistakes or errors and for better performance as well.  He or she has to carry out many professional services, like legal services, business research, management consulting and financial analysis.  He or she needs to handle all the complex customer queries, complaints, issues and questions calmly.  It will be the responsibility to improve the quality, escalating sales, efficiency, and high speed.  It will be needed to inspire and motivate the staff by providing the bonus, rewarding schemes, etc…  He or she has the responsibility to maintain the coordination with supervisors, team leaders, people in charge, and other individuals to collect information.  He or she has to oversee the performances of the employees perfectly so has to make an examination of the performance statistically.  The duty includes managing the daily tasks and work of the KPO perfectly.Skills and SpecificationsThere are a number of skills and specifications which are needed in a candidate to do the job ofa KPO and they are as follows:  Excellent communication skills – Verbal, Written.8|Page
  9. 9.  Basic computer Knowledge  Ability to adapt to perpetual changes in KPO sector.  Should be very patient and motivated towards the work.  Should be very clear about the concepts of the business.  Very clear understanding of technical skills.  Should have the knowledge regarding the current market setting and trends.Education and Qualifications  Diploma degree in CSE / IT from an accredited institution with minimum 60 %.  Bachelor‟s degree in science, engineering, or commerce, or any related field from an accredited institution can also apply.  Experience in KPO sector for minimum 1 year is preferable. Salary: INR 1,00,000 – 1,50,000 P.A Education: Diploma in CSE/ IT Experience: Preferred / Fresher also can apply Industry: IT Industry Functional Area: Knowledge Process Outsourcing Role Category: Giving solutions to customers JOB DESCRIPTION & JOB SPECIFICATION FOR MANAGERS Roles and Responsibilities: • Coordinating with Finance and Corporate Strategy on budgeting, forecasting and scorecard development.9|Page
  10. 10. • Serving as the main interface with the Law Department and ensure organizational compliance with state, federal and client requirements, in addition oversee the organization‟s required licensing; • Collaborating with Six Sigma and Human Resources to develop work force management solutions such as incentive compensation plans, staffing models, capacity planning and schedule adherence systems; • Leading organizations BOP efforts and Quality efforts • Developing monitoring and reporting capability to effectively track the performance of each functional area. • Developing decision and reporting tools to minimize variability, improve quality and maximize profitability of the business. • Providing recommendations during implementation of process improvement, automation and other special projectsKey Result Areas: • Real time communication of project updates and timely completion of projects. • Accurate and timely reporting to Operations, Senior Management and customers.Qualifications: • Excellent written and verbal communication skills ( English, Local & Hindi ) with the business sense to recognize both departmental and company priorities. • Excellent in Microsoft Office applications. • Proficiency in data base management system (Microsoft Access or SQL). • Ability to analyze data statistically and provide meaningful and relevant summary.Salary: INR 2,50,000 – 4,00,000 P.AEducation: UG - Any Graduate, B.Tech / B.E. AND PG - MBA/PGDMExperience: 3 to 5 years is mandatory.Industry: IT IndustryFunctional Area: Knowledge Process OutsourcingRole Category: Business Development ManagerKey skills: Business Development Executive, IT Sales Executive, Operations Manager Corporate Strategy, Process Improvement, Business planning, Six sigma. SOURCES OF RECRUITMENTThe sources of recruitment may be broadly divided into two categories: internal sources andexternal sources. Both have their own merits and demerits. Let‟s examine these.10 | P a g e
  11. 11. Internal Sources - Persons who are already working in an organization constitute the internalsources. Retrenched employees, retired employees, dependents of deceased employees may alsoconstitute the internal sources. Whenever any vacancy arises, someone from within theorganization is upgraded, transferred, promoted or even demoted.External Sources - External sources lie outside an organization. Here the organization can havethe services of: (a) Employees working in other organizations; (b) Jobs aspirants registered with employment exchanges; (c) Students from reputed educational institutions; (d) Candidates referred by unions, friends, relatives and existing employees; (e) Candidates forwarded by search firms and contractors; (f) Candidates responding to the advertisements, issued by the organization; (g) Unsolicited applications/ walk-ins.The following are the most commonly used methods of recruiting people.INTERNAL METHODS1. Promotions and TransfersThis is a method of filling vacancies from within through transfers and promotions. Transfer isa lateral movement within the same grade, from one job to another. It may lead to changes induties and responsibilities, working conditions, etc., but not necessarily salary. Promotion, onthe other hand, involves movement of employee from a lower level position to a higher-levelposition accompanied by (usually) changes in duties, responsibilities, status and value.Organizations generally prepare lists or a central pool of persons from which vacancies can befilled for manual jobs. Such persons are usually passed on to various departments, depending oninternal requirements. If a person remains on such rolls for 240 days or more, he gets the statusof a permanent employee as per the Industrial Disputes Act and is therefore entitled to allrelevant benefits, including provident fund, gratuity, retrenchment compensation.2.Job PostingJob posting is another way of hiring people from within. In this method, the organizationpublicizes job opening on bulletin boards, electronic method and similar outlets. One of theimportant advantages of this method is that it offers a chance to highly qualified applicantsworking within the company to look for growth opportunities within the company to look forgrowth opportunities within the company without looking for greener pastures outside.11 | P a g e
  12. 12. 3. Employee ReferralsEmployee referral means using personal contacts to locate job opportunities. It is arecommendation from a current employee regarding a job applicant. The logic behind employeereferral is that “it takes one to know one”. Employees working in the organization, in this case,are encouraged to recommend the names of their friends, working in other organizations for apossible vacancy in the near future. In fact, this has become a popular way of recruiting peoplein the highly competitive Information Technology industry nowadays. Companies offer richrewards also to employees whose recommendations are accepted – after the routine screeningand examining process is over – and job offers extended to the suggested candidates. As agoodwill gestures, companies also consider the names recommended by unions from time totime.4. Advertisements These include advertisements in newspapers; trade, professional and technical journals; radioand television; etc. in recent times, this medium has become just as colorful, lively andimaginative as consumer advertising. The ads generally give a brief outline of the jobresponsibilities, compensation package, prospects in organizations, etc. this method isappropriate when,(a) The organization intends to reach a large target group. (b) The organizations want a fairly good number of talented people – who are geographicallyspread out. To apply for advertised vacancies let‟s briefly examine the wide variety of alternativesavailable to a company – as far as ads are concerned.EXTERNAL RECRUITMENTWe have taken following ways to externally recruit Front line call attainders-1. Campus RecruitmentIt is a method of recruiting by visiting and participating in college campuses and theirplacement centers. Here the recruiters visit reputed educational institutions such as IITs, IIMs,colleges and universities with a view to pick up job aspirants having requisite technical orprofessional skills. Job seekers are provided information about the jobs and the recruiters, inturn, get a snapshot of job seekers through constant interchange of information with respectiveinstitutions. A preliminary screening is done within the campus and the short listed students arethen subjected to the remainder of the selection process.Advantages of this method include: the placement center helps locate applicants and providesresumes to organizations; applicants can be prescreened; applicants will not have to be luredaway from a current job and lower salary expectations. On the negative front, campus recruitingmeans hiring people with little or no work experience. The organizations will have to offersome kind of training to the applicants, almost immediately after hiring. It demands carefuladvance planning, looking into the placement weeks of various institutions indifferent parts ofthe country. Further, campus recruiting can be costly for organizations situated in another city(airfare, boarding and lodging expenses of recruiters, site visit of applicants if allowed, etc.).12 | P a g e
  13. 13. If campus recruitment is used, steps should be taken by human resource department to ensurethat recruiters are knowledgeable concerning the jobs that are to be filled and the organizationsand understand and employ effective interviewing skills.RECRUITMENT YIELD PYRAMIDWe are using a recruiting yield pyramid to calculate the number of applicants they mustgenerate to hire the required number of new employees. The company knows it needs 50 newentry-level accountants next year. From experience, the firm also knows the ratio of offers madeto actual new hires is 2 to 1; about half the people to whom it makes offers accept them.Similarly, the firm knows that the ratio of candidates interviewed to offers made is 3 to 2, whilethe ratio of candidates invited for interviews to candidates actually interviewed is about 4 to 3.Finally, the firm knows that of six leads that come in from all its recruiting efforts, only oneapplicant typically gets an interview a 4:1 ratio. Given these ratios, the firm knows it mustgenerate 800 leads to be able to invite 200 viable candidates to its offices for interview. Thefirm will then get to interview about 150 of those invited, and from these it will make 100offers. Of those 100 offers, about 50 will accept. Recruiting may bring to mind employmentagencies and classified ads, but current employees are often the best source of candidates.CURRENT SCENARIO & ATTRITION RATE:Today, the Indian KPO industry faces the challenge of adequate talent availability and highattrition rate among young professionals. A higher education degree and an experience withinthe sector most often becomes a prerequisite to getting employed with a KPO company.Furthermore, continuous training of business-related skills is essential in the outsourcingservices sector. This is because, unlike the BPO industry, which is process oriented, the KPOmarket demands professionals with decision-making, problem solving and analytical skills.Other essential abilities like stress management and time management training will be given toemployees to keep them physically well and process oriented. As far as the KPO sectorconsidered the attrition rate is very high as compared to its related field IT. As of 2011December it was 55%. So our company will take care of the employee benefits and welfareactivities in order to retain the employees. At the same time will be doing man power planningin order to maintain the equilibrium within the company for human resources.CONCLUSIONIn the future, it is envisaged that KPO has a high potential as it is not restricted only toInformation Technology (IT) or Information Technology Enabled Services (ITES) sectors, andincludes other sectors like Intellectual Property related services, Business Research andAnalytics, Legal Research, Clinical Research, Publishing, Market Research (Market researchKPO), etc.A research shows that over the past year or two, the outsourcing industry has been throwing upjobs for Doctors, Engineers, CAs, and Architects. "Unlike the first wave which was more aboutentering data and answering phone calls, these jobs involve skill and expertise."13 | P a g e
  14. 14. REFERENCES –-evolution-and-the- essential-skill-set-requirements/     | P a g e