strike or yield_kit & caboodle (1)

8/13/2019 Strike or Yield_Kit & Caboodle (1)

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Strike or Yield

CaseStudyTeam Kit & Caboodle

Apoorva Singh

Nimisha Milind


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Strategic short sightedness Inability to meet clients expectations Response time to the ever changing

Business Environment was painfullyslow

Winning Clients besides MDX

IES head and HR head lethey were opposed to theduring the acquisition of

Unclear understanding w

taking up responsibility p

Requests from employees are notdiscussed

Losing quality talent to the competition Lack of proper communication delays

decision making Line Managers, Recruitment and

Training Team working in silos

Setting up the new GTX te Recruiting and on-board

resources Rolling out policies and Existing employees are u

processes and systems

Existing employees of Awork in this unit

Becoming CustomerCentric

Developing a Customer -Centricity Model

Incorporate this as a part ofEmployee training ( newhires as well as existingemployees)

Making this a part of severalcommunication activitieswith the employees

Employee Satisfaction

Introducing a 3S Model (Survey forEmployee Satisfaction, Stay Interviews& Sessions with the Leadership)

Manage Mergers & Acquisition better

Solving the GTX problem

Leadership Formulation of new policies Communication and Integration

Setting the Context


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Looking atIndustryTrends

Analyzingwhatcompetitorsare doing

CustomerCentricityCustomerFocused

Leadership

Understandingthe Customer

Design theExperience

Emfron

Approach followed

Global clients no longer view India primarily as a destination to lower costs, but rather as a destination for excellence 1 Service quality performance is dependent upon human interactions in service encounters, and the outcome of service quality relies on an interactive prbetween the service providers and the service receivers 2

1. Mary C. Lacity University of Missouri-St Louis, St Louis, Missouri, USA, Leslie P. Willcocks Information Systems and Innovation Group, London School of Economics, London, UK, and Joseph W.of Missouri-St Louis, St Louis, Missouri, USA Global outsourcing of back office services: lessons, trends, and enduring challenges , p. 22 (Emerald Group Publishing Ltd.)

2. Svensson, 2006

Competitors looked at Customer Centricity Mode

Strategic Short sightedness

Lengthy Decision making process

Acting quickly and respond betterto Customer Feedback

Will provide solutions to:

Looking at industry trends, the following industries are intendingto increase investments in outsourcing in the next three years:

Entertainment, Media and Publishing: Software and Hi-tech BFSI Insurance Sector Pharma Industry

Proactively seek new customers

Web cas Utilizing

existing

ExistingEmployees

The modexhaustiphase of

NewEmployees

Communicatin

Retain and Strengthen ties with existing customers


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StayInterviews

3 SModel

Survey for Employee Satisfaction

To identify the areas/issues affecting empsatisfaction and retention

Since these are anonymous, employees ato share honest responses

Subsequently, this will also help us evalutaken by the management to resolve the ishaving the desired effect

Stay Interviews

A Conversation between an employee and their managerto evaluate the different satisfiers/dissatisfiers affectingthe employees intent to stay

Intention is to confirm areas of satisfaction & surfacingareas of dissatisfaction first to understand and thenultimately resolve

To be conducted for employees who are prone to attritionas well as critical for the organization

Will involve conversations between Line Manager and theemployee in the presence of an HR representative

This will act as a direct measure to resolve issues leadingto attrition in the organization

Employee Satisfaction and Retention: The 3 S Model

Sessions with the Leadership

Every month, 3 lunch sessions different Leaders

Invite 5 to 6 employees on volunteach session, supplemented bnomination

Each month targets at one/twogroups so we know whether there athemes from the groups we need to a


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Sessions with the Leadership

To make sure that the feedback is properly taken care of and employees feel that their opinions are valuedand are worked on Assign one Leader member as the owner for each months sessions The owner is responsible to analyze the feedback f rom that month, identify owner for each issue and proposeactions; owner will also responsible to share the feedback collected and efforts taken/to be taken to all thesessions attendees for that month via email All employees will be briefed on what has been heard and what actions have been taken/to be taken on aquarterly basis during the existing open house meetings

Survey for Employee SatisfacConduct the Employee SatisfactioexerciseExpand the scope to include other

Follow - upStay InterviewsTo be conducted during the year eReview and hence integrated withReview process

Will provide channels to employees to express discontent and promote inclusivity Employees will get a medium to discuss their concerns with their Line Managers, HR as well as the Leadership Relevant action and follow up to be taken on the basis of issues identified by this (3 S) model

Help cullEmployee

dissatisfaction

Will allow all employees to connect with the Leadership and give their feedback on business and people efforts, andthus feel more valued/respected, which will enable a higher impact on overall business/people strategy

Also allow the Leadership to explain the company strategy/ direction/ priorities and their management philosophy tothe frontline employees and get to know their points of view

Employees willbe more

connected tothe Business

Better Employee- Leadership connect will ensure employees alignment with the organizations focus on Customer Centricity

Such channels will allow decision making process to speed up leading to faster response time

A moreproductivework force

Grievance handling

Developing a tool for managingemployee Grievances

Concerns regarding benefits

Providing cafeteria & transport facilitiesas part of the employee benefits

Commun

Efficient utilizatiemails and voice

Solving Existing

Issues

Benefits from 3 S


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Why?Case Facts ABIT Infosystems has bought in the idea of achieving growth through M & AsIndustry IBM acquires Kennexa a Talent Management Solutions firm for U.S. $1.3 Bn (forbes.com , 2013) TCS acquires French ALTI enterprise solutions provider for Rs. 530 crore (Indian Express, July 2013)

Infosys, announced the acquisition of Zurich-based Lodestone Holding AG, a leading managementconsultancy firm, for Rs.1,925 crore (The Hindu, Sept 2012)

Cause for concern in ABIT As per employees, mergers h

mismanaged Critical employees have left Major issues: Un clear unde

existing problems rather thanthem

In an organization, post any Merger and Acquisition the proportion of actively disengaged employees increases substantially, also the percentage of higengaged employees is cut into half. 1

1. Managing Employee Engagement during times of change, a Study by Aon Hewitt (2013)

A new framework for Training

Induction (fornew joinees)

TrainingDelivery

On the jobEvaluation and Client& Line Mgr Feedback

Specific Training needs to be identified dureported to Training team

Points to be borne in mind for any future change management

Manage Mergers and Acquisitions smoothly

Building a framework forEffective Change Management

Gaining Employee Buy in Sustained Momentum Effective Communication

Line Mgr & TrainingMgr to devise the

training plan

Training team tocollect Feedbackfrom the trainees

Advantages: The issue of disconnect between

Line Managers and Recruitmenaddressed

Incorporating client feedback inensures that the employees will recentric


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Recruitment

Communication of new

policies

Leadershipand NewPolicies

Recruitment - Expertise required in the fields of Manufacturing and IT

External Recruitment For grades A-C: Fresh engineers and

MCAs to be hired and trained on therelevant technologies.

For Grades D&E, people with extensiveknowledge of manufacturing to behired and trained on relevant IT

technologies.

Internal Recruitment Reassignment from MDX For Managerial positions, Employees

from grade F and above from MDXto be reassigned to GTX.

What is in it for the emp Internally reassigned employees to be given a Z

i.e., a lateral movement to GTX followed by a promotion, followed by another lateral movemtheir internal mobility and capability.

All employees to receive an additional annual ba) Financial Performance of the unit

b) Customer feedback received across the

Leadership & Task Force for new policies Vinay to spearhead the formulation of new

policies for the unit

To be supported by a team of HR personnelfrom within the organisation, preferably MDX.

Formulation of a special task force dedicated tosetting up of new policies headed by Vinay andVP of the unit, and comprising of senioremployees from HR as well as the deliveryteam.

Communication & Integra A detailed communication

new policies to the emploon every grade separately.

Each step of the communiseveral members from thedelivery team as owners reexecution.

The communication plan tdetailed policy manuals andescribing all policies and

Tackling the problem with GTX

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