Business Process Outsourcing

ASSIGNMENTS:
Instructions: This is group assignment. Marks: 5marks each. Deadline: 24 Dec, 2011 1. 2. 3. Collect facts and figures of BPO industry worldwide & India List of BPO companies and services offered by them Find the figures for following 5 parameters(from year 2008 onwards only) of BPO industry: a. Total Market size b. Revenue to India from bpo sector c. Employment in India due to BPO d. Employment opportunity in Indian BPO e. Attrition rate 4. Identify different types of stress in BPO and suggest solutions 5. Collect the news about attrition rates in BPO & ITES for year 2009, 2010, 2011 6. List the employee benefits provided by 3 major BPO companies. 7. Determine the 5 job opportunities in BPO & KPO. Following is the format: a. Job title b. Job description c. Salary d. Qualification and experience required 8. Choose 2 BPO companies. Identify standards followed, practices, certifications obtained by them. 9. List of KPO companies and services offered by them with focus on financial services 10. Find the figures for following 5 parameters of KPO industry: a. Total Market size b. Revenue to India from bpo sector c. Employment in India due to BPO d. Employment opportunity in Indian BPO e. Attrition rate
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PROJECT 1:

Instructions: This is individual assignment. Marks: 5marks. Deadline: 24 Dec, 2011 1. 2. 3. Develop your profiles on linked-in. Join the bpo & kpo groups Initiate the discussion on any of the below topics from your profile.(involvement of a person from BPO in the discussion is must) a. stress in BPO b. employee benefits provided c. reasons for attrition in BPO

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PROJECT 2:
Instructions: This is group assignment. Marks: 5marks. Deadline: 24 Dec, 2011 Visit a bpo or kpo company, meet the employees and officials and prepare a report on Practices followed. (Both work process and decision making). Assistance offered from government to motivate BPO companies
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Or
Arrange a one hour guest lecture by the BPO or KPO officials at GBS on Practices followed (Both work process and decision making). Assistance offered from government to motivate BPO companies

TEST:
Marks: 10marks. Duration: 30mins 9 Dec, 2011. Test syllabus: all the topics covered before 9 Dec, 2011.
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BPO Industry in India- A Report (BPO) is a broad term referring to outsourcing in all fields. A BPO differentiates itself by either putting in new technology or applying existing technology in a new way to improve a process. Business Process Outsourcing (BPO) is the delegation of one or more IT-intensive business processes to an external provider that in turn owns, administers and manages the selected process based on defined and measurable performance criteria. Business Process Outsourcing (BPO) is one of the fastest growing segments of the Information Technology Enabled Services (ITES) industry. Few of the motivation factors as to why BPO is gaining ground are:

Factor Cost Advantage Economy of Scale Business Risk Mitigation

Superior Competency Utilization Improvement

Generally outsourcing can be defined as - An organization entering into a contract with another organization to operate and manage one or more of its business processes. Different Types of Services Being Offered By BPO's 1. Customer Support Services Our customer service offerings create a virtual customer service center to manage customer concerns and queries through multiple channels including voice, e-mail and chat on a 24/7 and 365 days basis. Service Example: Customers calling to check on their order status, customers calling to check for information on products and services, customers calling to verify their account status, customers calling to check their reservation status etc.

2. Technical Support Services Our technical support offerings include round-the-clock technical support and problem resolution for OEM customers and computer hardware, software, peripherals and Internet infrastructure manufacturing companies. These include installation and product support, up & running support, troubleshooting and Usage support. Service Example: Customers calling to resolve a problem with their home PC, customers calling to understand how to dial up to their ISP, customers calling with a problem with their software or hardware.

3. Telemarketing Services Our telesales and telemarketing outsourcing services target interaction with potential customers for 'prospecting' like either for generating interest in products and services, or to up-sell / promte and cross sell to an existing customer base or to complete the sales process online. Service Example: Outbound calling to sell wireless services for a telecom provider, outbound calling to retail households to sell leisure holidays, outbound calling to existing customers to sell a new rate card for a mobile service provider or outbound calling to sell credit or debit cards etc.

4. Employee IT Help-desk Services

Our employee IT help-desk services provide technical problem resolution and support for corporate employees. Service Example: of this service include level 1 and 2 multi-channel support across a wide range of shrink wrapped and LOB applications, system problem resolutions related to desktop, notebooks, OS, connectivity etc., office productivity tools support including browsers and mail, new service requests, IT operational issues, product usage queries, routing specific requests to designated contacts and remote diagnostics etc.

5. Insurance Processing Our insurance processing services provide specialized solutions to the insurance sector and support critical business processes applicable to the industry right from new business acquisition to policy maintenance to claims processing. Service Example: New Business / Promotion: Inbound/outbound sales, Initial Setup, Case Management, Underwriting, Risk assessment, Policy issuance etc. Policy Maintenance / Management: Record Changes like Name, Beneficiary, Nominee, Address; Collateral verification, Surrender Audits Accounts Receivable, Accounting, Claim Overpayment, Customer care service via voice/email etc.

6. Data Entry Services / Data Processing Services Service Example:

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Data entry from Paper/Books with highest accuracy and fast turn around time (TAT) Data entry from Image file in any format Business Transaction Data entry like sales / purchase / payroll. Data entry of E-Books / Electronic Books Data Entry : Yellow Pages / White Pages Keying Data Entry and compilation from Web site Data Capture / Collection Business Card Data Entry into any Format Data Entry from hardcopy/Printed Material into text or required format Data Entry into Software Program and application

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Receipt and Bill Data Entry Catalog Data Entry. Data Entry for Mailing List/Mailing Label. Manuscripting typing in to word Taped Transcription in to word. Copy, Paste, Editing, Sorting, Indexing Data into required format etc.

7. Data Conversion Services Service Example:

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Conversion of data across various databases on different platforms Data Conversion via Input / Output for various media. Data Conversion for databases, word processors, spreadsheets, and many other standard and custom-made software packages as per requirement. Conversion from Page maker to PDF format. Conversion from Ms-Word to HTML format Conversion from Text to Word Perfect. Conversion from Text to Word to HTML and Acrobat Convert Raw Data into required MS Office formats. Text to PDF and PDF to Word / Text / Doc Data Compilation in PDF from Several Sources. E-Book Conversion etc.

8. Scanning, OCR with Editing & Indexing Services Service Example:

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High speed Image-Scanning and Data capture services High speed large volume scanning OCR Data From Scanned page / image Scan & OCR paper Book in to CD. ADOBE PDF Conversion Services. Conversion from paper or e-file to various formats

9. Book Keeping and Accounting Services Service Example:

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General Ledger Accounts Receivables and Accounts Payable Financial Statements Bank Reconciliation Assets / Equipment Ledgers etc.

10. Form Processing Services: Service Example:

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Insurance claim form Medical Form / Medical billing Online Form Processing Payrol Processing etc.

11. Internet / Online / Web Research Service Example:

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Internet Search, Product Research, Market Research, Survey, Analysis. Web and Mailing list research etc.

Challenges for a HR Professional in BPO 1. Brand equity: People still consider BPO to be "low brow", thus making it difficult to attract the best talent.

2. Standard pre-job training: Again, due to the wide variety of the jobs, lack of general clarity on skill sets, etc, there is no standard curriculum, which could be designed and followed.

3. Benchmarks: There are hardly any benchmarks for compensation and benefits, performance or HR policies. Everyone is charting their own course.

4. Customer-companies tend to demand better results from outsourcing partners than what they could actually expect from their own departments. "When the job is being done 10,000 miles away, demands on parameters such as quality, turn around timeliness, information security, business continuity and disaster recovery, etc, are far higher than at home. So, how to be more efficient than the original?

5. Lack of focused training and certifications Given this background, the recruiting and compensation challenges of HR departments are only understandable.

Key To success The key to success in ramping up talent in a BPO environment is a rapid training module. The training component has to be seen as an important sub-process, requiring constant reengineering. Business Process Outsourcing: The Top Rankers WNS has emerged as the top BPO in India, pushing Wipro Spectramind to the second position, according to a survey done by NASSCOM. The basis of ranking is the revenues generated by the BPO companies in 2003-04, as per US GAAP. A list of top fifteen BPO companies in India is given below.

1. WNS Group 2. Wipro Spectramind 3. Daksh e-Services 4. Convergys 5. HCL Technologies 6. Zenta 7. ICICI Onesource 8. MphasiS 9. EXL 10. Tracmail 11. GTL Ltd. 12. vCustomer 13. HTMT 14. 24/7 Customer 15. Sutherland Technologies

The parameters for the survey was: Employee Size (Operation level executives), Percentage of last salary hike, Cost to company , Overall Satisfaction Score, Composite Satisfaction, Company Culture, Job Content / Growth, Training , Salary and Compensation , Appraisal System, People, Preferred Company: (Percentage of respondents of a company who named their own company as the preferred one), Dream Company: (Percentage of respondents in the total sample who preferred a particular company). Employee Benefits Provided By Majoriy Of the BPO Companies

Provident Fund: As per the statutory guidelines, the employee is required to contribute a percentage of his basic salary and DA to a common fund. The employer for this fund contributes as well. The employee can use the amount deposited in this fund for various personal purposes such as purchase of a new house, marriage etc. Gratuity: Gratuity is one of the retrial benefits given to the employee in which the employer every year contributes a particular amount. The fund created can be used by the employee for the purpose of long-term investment in various things such as a house etc. Group Med claim Insurance Scheme: This insurance scheme is to provide adequate insurance coverage of employees for expenses related to hospitalization due to illness, disease or injury or pregnancy in case of female employees or spouse of male employees. All employees and their dependent family members are eligible. Dependent family members include spouse, non-earning parents and children above three months Personal Accident Insurance Scheme: This scheme is to provide adequate insurance coverage for Hospitalization expenses arising out of injuries sustained in an accident. It is applicable to all the employees of JFWTC and covers total / partial disablement / death due to accident and due to accidents. Subsidized Food and Transportation: The organizations provides transportation facility to all the employees from home till office at subsidized rates. The lunch provided is also subsidized. Company Leased Accommodation: Some of the companies provides shared accommodation for all the out station employees, in fact some of the BPO companies also undertakes to pay electricity/water bills as well as the Society charges for the shared accommodation. The purpose is to provide to the employees to lead a more comfortable work life balance. Recreation, Cafeteria, ATM and Concierge facilities: The recreation facilities include pool tables, chess tables and coffee bars. Companies also have well equipped gyms, personal trainers and showers at facilities. Corporate Credit Card: The main purpose of the corporate credit card is enable the timely and efficient payment of official expenses which the employees undertake for purposes such as travel related expenses like Hotel bills, Air tickets etc Cellular Phone / Laptop: Cellular phone and / or Laptop is provided to the employees on the basis of business need. The employee is responsible for the maintenance and safeguarding of the asset. Personal Health Care (Regular medical check-ups): Some of the BPO'S provides the facility for extensive health check-up. For employees with above 40 years of age, the medical check-up can be done once a year. Loans: Many BPO companies provides loan facility on three different occasions: Employees are provided with financial assistance in case of a medical emergency.

Employees are also provided with financial assistance at the time of their wedding. And, The new recruits are provided with interest free loans to assist them in their initial settlement at the work location. Educational Benefits: Many BPO companies have this policy to develop the personality and knowledge level of their employees and hence reimburses the expenses incurred towards tuition fees, examination fees, and purchase of books subject, for pursuing MBA, and/or other management qualification at India's top most Business Schools. Performance based incentives: In many BPO companies they have plans for , performance based incentive scheme. The parameters for calculation are process performance i.e. speed, accuracy and productivity of each process. The Pay for Performance can be as much as 22% of the salary. Flexi-time: The main objective of the flextime policy is to provide opportunity to employees to work with flexible work schedules and set out conditions for availing this provision. Flexible work schedules are initiated by employees and approved by management to meet business commitments while supporting employee personal life needs .The factors on which Flexi time is allowed to an employee include: Child or Parent care, Health situation, Maternity, Formal education program Flexible Salary Benefits: Its main objective is to provide flexibility to the employees to plan a tax-effective compensation structure by balancing the monthly net income, yearly benefits and income tax payable. It is applicable of all the employees of the organization. The Salary consists of Basic, DA and Conveyance Allowance. The Flexible Benefit Plan consists of: House Rent Allowance, Leave Travel Assistance, Medical Reimbursement, Special Allowance Regular Get together and other cultural programs: The companies organizes cultural program as and when possible but most of the times, once in a quarter, in which all the employees are given an opportunity to display their talents in dramatics, singing, acting, dancing etc. Apart from that the organizations also conduct various sports programs such as Cricket, football, etc and regularly play matches with the teams of other organizations and colleges. Wedding Day Gift: Employee is given a gift voucher of Rs. 2000/- to Rs. 7000/based on their level in the organization. Employee Referral Scheme: In several companies employee referral scheme is implemented to encourage employees to refer friends and relatives for employment in the organization. Paid Days Off Maternity Leave Employee Stock Option Plan

Inspite of all these benefits, the attrition rate in BPO industry is very high, why?. What is the reason for an employee to leave? These and many more are the questions that need immediate attention from the industrial gurus. Why people prefer to join BPO's? In general a person with any graduation can join any of the BPO. Some BPO's like to take people with MBA but then again the specialization are of an individual hardly makes any difference. Again, this is the industry, where there is no reference checks and very often

people don't even specify there exact age. Lets me share with you some of the reasons as why people prefer to join a BPO: 1. 2. 3. 4. 5. 6. 7. 8. Did not get a better job. Find nothing better to do. Education level doesn't matter Good work environment Good Benefits Flexibility of time Attractive life style Transport facility

Why people leave the BPO's? When there are so many benefits associated with BPO industry.when there are so many privileges for the BPO employees than what makes them to change the company/industry?? Is it only MONEY that matters or anything else as well?? Here are some of the reasons for a BPO professional to change his/her job. 1. 2. 3. 4. 5. 6. 7. 8. No growth opportunity/lack of promotion For higher Salary For Higher education Misguidance by the company Policies and procedures are not conducive No personal life Physical strains Uneasy relationship with peers or managers

What they have to say? With so much of uncertainty in the market.People are trying their best to stop or to at least have a control on the attrition ratelet me share with you the opinion of the real gurus of the industry. "Training is a very important aspect of the ITES-BPO industry"- Mr. Arjun Vaznaik, COO, Tracmail "Career growth in the industry is robust and there is a long-term opportunity. The great growth momentum that the industry is witnessing is creating both vertical and lateral career opportunities. There also exists enough growth opportunities in the middle-management and supervisory level within the industry". - Aadesh Goyal, Executive Vice President & GM, Hughes BPO Services "It will not be possible for the industry to arrive at a blanket agreement on poaching but bilateral agreements between companies are being signed. Basic norms are being put in place and code of ethics is being stressed upon by industry players within the sector with respect to HR practices. We are encouraging companies to adopt responsible behavior in order to ensure that the industry does not become a victim of its own actions. Industry needs to go aggressive

but not cannibalistic." - Mr. Suren Singh Rasaily, Senior Vice President, NIIT Ltd. and Head Plantworkz,

Conclusion: This is a descriptive report on BPO industry. I have tried to cover almost everything related to the industry. I like to have your opinion about the same. Even at the end of this comprehensive report, my concerns are related to development of employees in BPO, controlling attrition rate in BPO, can we have some standard industrial compensation package/ break-ups?? STRESS INTRODUCTION Stress at work is a relatively new phenomenon of modern lifestyles. The nature of work has gone through drastic changes over the last century and it is still changing at whirlwind speed. They have touched almost all professions, starting from an artist to a surgeon, or a commercial pilot to a sales executive. With change comes stress, inevitably. Professional stress or job stress poses a threat to physical health. Work related stress in the life of organized workers, consequently, affects the health of organizations. What`s It? Job stress is a chronic disease caused by conditions in the workplace that negatively affect an individual`s performance and/or overall well-being of his body and mind. One or more of a host of physical and mental illnesses manifests job stress. In some cases, job stress can be disabling. In chronic cases a psychiatric consultation is usually required to validate the reason and degree of work related stress. Working on a project on stress at work, Andy Ellis, Ruskin College, Oxford, UK, has shown in a chart how stress can adversely affect an employee`s performance. In the early stages job stress can `rev up` the body and enhance performance in the workplace, thus the term `I perform better under pressure`. However, if this condition is allowed to go unchecked and the body is revved up further, the performance ultimately declines and the person`s health degenerates. Symptoms The signs of job stress vary from person to person, depending on the particular situation, how long the individual has been subjected to the stressors, and the intensity of the stress itself. Typical symptoms of job stress can be: Insomnia Loss of mental concentration, Anxiety, stress Absenteeism Depression, Substance abuse, Extreme anger and frustration, Family conflict Physical illnesses such as heart disease, migraine, headaches, stomach problems, and back

problems. Causes of Workplace Stress Job stress may be caused by a complex set of reasons. Some of the most visible causes of workplace stress are: Job Insecurity Organized workplaces are going through metamorphic changes under intense economic transformations and consequent pressures. Reorganizations, takeovers, mergers, downsizing and other changes have become major stressors for employees, as companies try to live up to the competition to survive. These reformations have put demand on everyone, from a CEO to a mere executive. High Demand for Performance Unrealistic expectations, especially in the time of corporate reorganizations, which, sometimes, puts unhealthy and unreasonable pressures on the employee, can be a tremendous source of stress and suffering. Increased workload, extremely long work hours and intense pressure to perform at peak levels all the time for the same pay, can actually leave an employees physically and emotionally drained. Excessive travel and too much time away from family also contribute to an employee`s stressors. Technology The expansion of technologycomputers, pagers, cell phones, fax machines and the Internethas resulted in heightened expectations for productivity, speed and efficiency, increasing pressure on the individual worker to constantly operate at peak performance levels. Workers working with heavy machinery are under constant stress to remain alert. In this case both the worker and their family members live under constant mental stress. There is also the constant pressure to keep up with technological breakthroughs and improvisations, forcing employees to learn new software all the times. Workplace Culture Adjusting to the workplace culture, whether in a new company or not, can be intensely stressful. Making oneself adapt to the various aspects of workplace culture such as communication patterns, hierarchy, dress code if any, workspace and most importantly working and behavioral patterns of the boss as well as the co-workers, can be a lesson of life. Maladjustment to workplace cultures may lead to subtle conflicts with colleagues or even with superiors. In many cases office politics or gossips can be major stress inducers. Personal or Family Problems Employees going through personal or family problems tend to carry their worries and anxieties to the workplace. When one is in a depressed mood, his unfocused attention or lack of motivation affects his ability to carry out job responsibilities. Job Stress and Women Women may suffer from mental and physical harassment at workplaces, apart from the common job stress. Sexual harassment in workplace has been a major source of worry for women, since long. Women may suffer from tremendous stress such as `hostile work environment harassment`, which is defined in legal terms as `offensive or intimidating behaviour in the workplace`. This can consist of unwelcome verbal or physical conduct. These can be a constant source of tension for women in job sectors. Also, subtle

discriminations at workplaces, family pressure and societal demands add to these stress factors The Survival Sutras Because change is constant in life, stress is an integral part of it. Since we don`t want to perish under it, we have to adhere to the bottom line for survivaladapt. Following are some of the long-term tips to survive stress: Even if we feel secured in a habituated life, the truth remains that changing with the times makes one`s position more secure. In today`s business climate, you must continually be prepared for changes to avoid stress and survive in the competitive world. Find and protect whatever time you get to refresh, re-energize and re-motivate yourself. Spend quality time with your family. This can be an excellent source of emotional and moral support. Avoid giving in to alcohol, smoking and other substance abuses while under constant stress. Develop positive attitudes towards stressful situations in life. Give up negative mental traits such as fear, anger and revengeful attitudes, which actually germinate stress. Try to revert to holistic relaxation and personal growth techniques such as meditation, breathing and exercises, to remodel your lifestyles. In case of chronic stress consult a health professional. Reduce workplace stress by celebrating your`s or your colleagues` accomplishments. Adapting to demands of stress also means changing your personality. Improve your line of communication, efficiency and learn from other`s experiences. Don`t be complacent. Be prepared for any change physically, emotionally and financially. But, when you are under stress at work, some simple practices can help: Sit straight and comfortably on your seat, and try breathing exercises. It will relax your nerves and muscles. Relax and count backwards (20, 19, 18, 17, 16, 15.) Try creative visualization Burnout When under severe stress, an individual fails to take clear-cut decisions, reevaluate and reassess the priorities and lifestyles, and ultimately, tend to fall into unproductive distractions. This can be described as a classic case of `burnout`. The `burnouts` often engage in reckless or risk-taking behaviors. Starting from glamor and sport celebrities to common men, `burnouts` are found everywhere. Chronic Responsibility Syndrome is a kind of burnout where people get mentally and physically exhausted from their workload. The symptom is often described as "there`s simply too much work to do, and no one else can do it but me". Typically it will occur in hard working, hard driven people, who become emotionally, psychologically or physically exhausted. You are at risk of burnout where:

 you find it difficult to say `no` to additional commitments or responsibilities you have been under intense and sustained pressure for some time your high standards make it difficult to delegate to assistants you have been trying to achieve too much for too long you have been giving too much emotional support for too long Often burnout will manifest itself in a reduction in motivation, volume and quality of performance, or in dissatisfaction with or departure from the activity altogether. Are You in Danger of Burning Out? If you feel that you are in danger of burning out, the suggestions below can help you correct the situation: Re-evaluate your goals and prioritize them Evaluate the demands placed on you and see how they fit in with your goals Identify your ability to comfortably meet these demands. If people demand too much emotional energy, become more unapproachable and less sympathetic. Involve other people in a supportive role. Acknowledge your own humanity: remember that you have a right to pleasure and a right to relaxation Learn stress management skills Identify stressors in your life, such as work, or family. Get the support of your friends, family and even counseling in reducing stress Ensure that you are following a healthy lifestyle: 1. Get adequate sleep and rest to maintain your energy levels 2. Ensure that you are eating a healthy, balanced dietbad diet can make you ill or feel bad. Limit your caffeine and alcohol intake 3. Try to recognize your spiritual needs that may have been buried under the mires of worldly pursuits Develop alternative activities such as a relaxing hobby to take your mind off problems Have You Burned Out? If you are so de-motivated that for a time you do not want to continue with what you do, then take some time off Alternatively, try to switch to another area of activity within your organization. If you come

back later, you may find that you have started to enjoy the work again, and can take on only those commitments that you want. You may, however, find that you have absolutely no interest in continuing with what you are doing. In this case it may be best to drop it altogether Take support and counseling of near and dear ones to bring change to the current situation Enroll yourself with some meditation or yoga classes (to ensure group spiritual practice), gyms, aerobics or sports clubs to switch your focus, and to reorganize your priorities If you are in late stages of burnout, feeling deeply de-motivated and disenchanted with your job or life, get help from a good psychologist. HUMAN ISSUES IN CALL-CENTER INDUSTRY Stress For many employed in the call centre sector, "the daily experience is of repetitive, intensive and stressful work, based upon Taylorist principles, which frequently results in employee "burnout". Brown, more vividly, characterizes the work as "repetitive brain strain". These descriptions are hardly surprising, in a way, given that call centres are established by organizations to "create an environment in which work can be standardized to create relatively uniform and repetitious activities so as to achieve economies of scale and consistent quality of customer service". This means, in other words, that workplaces are organized in ways that weaken employee autonomy and enhance the potential for management control, and "a loss of control is generally understood to be an important indicator of work-related stress". There is almost universal consensus that call centre work is stressful. Even in studies that report the observation that some staff actually enjoys their work, mention of stress is still the norm, and a significant portion of the call centre literature is devoted to detailing the sources of stress in call centre work. Four Key stressors 'Can we get off the phone for a while?' The primary source of stress reported is inherent to the nature of the job: spending all day on the phone dealing with people one after another, day after day, is difficult. Doing it under constant pressure to keep call volumes up, with no time between calls to "recover from an awkward call or from 'customer rejection'" is even more difficult. And doing it with "very little authority or autonomy to rectify problems" that arise is perhaps the most difficult of all. Many studies report agents as wanting to 'just get off the phones'. For example, Belt and colleagues note "agents in all three sectors [financial services, IT, and third-party services] spoke of the phenomenon of 'burnout', caused by the pressure of working exclusively 'on the phones'". In the same study, the authors mention that the issue of 'burnout' was also recognized by some managers: "It was pointed out that managers face an inherent conflict between the need to reduce staff boredom and labour turnover, and the pressure to concentrate staff energies on telephone based work". "The question of how call centre employees deal with stress is an important one, particularly in view of evidence that a build-up of stress leads to illness, absenteeism and turnover,"

writes Houlihan. Many authors agree, and there are a variety of individual coping mechanisms described in the literature. Tricks to circumvent control mechanisms, such as those discussed above are sometimes mentioned as attempts at stress reduction, although they are unreliable in this role as they may also increase stress. Others mention social interaction squeezed into brief moments--Callaghan and Thompson describe agents using humorous (or rude) gestures towards the phone, or making faces at colleagues to defuse stress over angry or abusive callers, and making jokes to combat the tedium of the day. Lankshear and Mason describe a similarly social approach to reducing tension in one of the sites they observed, where staff often laughed and joked with one another in intervals between calls, with management's approval. More formally, some call centres include stress management as a component in training programs, and many have, or claim to have, team de-briefings which permit staff to vent frustrations while discussing difficult calls or dissatisfactions with elements of work. Knights and McCabe take a different approach to stress in the workplace. They note that although much organizational analysis and most of the call centre literature tends to conceptualize stress as an individual problem, it is actually located within "a framework that emphasizes the interrelationships between structural relations of power and the subjective interpretations and actions of employees". This more nuance positioning may provide more insight into call centre conditions, as it allows a researcher to consider the response of employees "forced to interpret the often contradictory demands management place upon them" including "contradictionsover service quality versus the quantity of work output". "Clearly," these authors write, "staffs faces some fundamental contradictions over unity versus conflict, uncertainty versus certainty, quality versus quantity and these are at the heart of the reproduction of stress, resistance and control". This focus on the "contradictory" nature of demands strikes at the heart of the second inherent sources of stress in (primarily inbound) call center works: the quality/quantity conflict. Quality/Quantity conflict Typically, organizational rhetoric in inbound call centres is concerned with 'customer care', or 'keeping customers happy' (providing quality service), yet these goals are juxtaposed with an ongoing pressure to keep call times down and call volumes up. Houlihan describes the difficulty concisely: Call centres are rooted in contradictory tensions and structural paradoxes, and confront a number of trade-offs on that basis. These set a context for attitudes towards the organization and can impose conflicting role requirements on agents. A core example is that of the pressure for quantity versus the aspiration for quality, the guiding logic of which is the conundrum of trying to get closer to the customer while routinising, centralizing, reducing costs and prescribing standards. The dichotomy is not completely straightforward, it is important to note. Part of providing quality service from a management perspective is making sure customers do not wait too long for their calls to be answered, even though the push to keep queue waiting times short is typically categorized as part of the pressure towards quantity. As Bain points out, "efforts to attain what is perceived to be the desired balance between the quantity and the quality of calls presents a perennial challenge".

The practice of ongoing work practice modification and target revision as management swings from one side to another of the quality/quantity debate is a major source of stress for call center agents. As Houlihan notes: "The practice of putting a 'drive' on particular targets for improvement (for example, the collection of renewal dates, the up-selling or cross-selling of products, the quality of data input, or the intensity of sales push) and continual reprioritisation means that the 'goalposts' are constantly shifting". Virtually all of the call center authors who write about work conditions mention the difficulty of dealing with these competing goals. Korczynski and colleagues suggest that this dilemma is particularly difficult for front-line workers because they may be likely "to identify with embodied individual customers, for interactions with specific customers may be an important arena for meaning and satisfaction within the work". They contrast this customer-as-individual orientation to the managerial goal of balancing customer orientation with efficiency, which they suggest leads management to prefer workers to identify with a generic category, 'the customer', since "such a disembodied image of the customer will encourage workers to deal with individual customers efficiently because they will be conscious of the concerns of other customers waiting in a queue". Intensity The third central stressor in call centre work is its intensity. As Bain (2001) argues, "far from being either in terminal decline or on the wane, Taylorism-in conjunction with a range of other control mechanisms-is not only alive, well and deeply embedded in the call centre labour process, but its malevolent influence appears to be spreading to previously uncharted territory". There is widespread consensus that "call centres are a new, and particularly effective, manifestation of the increasingly capital intensive 'industrialization' of service sector work, and work performed in them is highly intensive and routine". Buchanan and Koch-Schulte quote one call centre worker who describes the constant pressure graphically: Ellen: It's almost like the army. It's very regimented. You punch in with a time clock. You come in and you sit down, and the numbers are all computerized. As soon as you finish a call, the minute you hang up another call comes up just this constant, all day, repetitiousconstant sort of like beating on a drum, but day after day. The pace of work is determined by the combination of technologies that deliver calls to the headset and account details to the screen, and workers often have no control over this process. Descriptions such as "exhausting," "robotic," "controlled," and agents discussing the nature of their work often use "machine-like". Houlihan expands on the idea of controlled, machinelike agents by suggesting that this is in fact exactly the way that the organization conceives of them: Call centers are information handling organizations. As currently characterized, the job of the agent is to be the voice of the organization, interfacing with the client or customer. The organization rehearses the things it wants said and feeds them through the agent. The agent is largely constructed as a mouthpiece rather than as a brain. Buchanan and Koch-Schulte spoke with a call-centre worker who articulated her feelings about the organization's expectations of its agents in very similar terms: Rosa: You are standing waiting to be used by the technology, and it's a physical embodiment of that. You

are standing, waiting until that call comes in to use you to make money. And you are simply another part of that machine. When this feeling of being a cog in a machine which never stops as it grinds on, repeating the same actions over and over again, is combined with "the cumulative emotional demands presented by the interpersonal nature of the work", stress is inevitable. Targets there is a fourth feature of some call centre work that may engender stress: performance targets. There are various types of targets, which may vary between inbound and outbound centres. Inbound centres typically have targets for call duration, 'wrap time', and daily call volume. Outbound centres often also have sales or 'completion' targets, which are closely monitored and upon which pay may be partially based. In addition, in some sectors, inbound call centres are attempting to introduce the practice of cross selling, where agents attempt to sell additional products to the customers who call in for another purpose. In these centres, sales targets similar to those in outbound centres are often in place. Taylor and Bain argue that particularly in the financial services industry in the UK, targets are a significant source of stress for workers as more and more importance is placed upon meeting them in an increasingly competitive business environment. Sales targets, in particular, are difficult to accept, or meet, for staff who often consider themselves as service personnel, particularly when they are set centrally and implemented locally: "Cross-selling is seen by employees, not as an opportunity to engage in creative work, but as an additional and acute source of pressure". This is especially the case when sales targets are parachuted in on top of service targets set originally when there was no pressure to produce sales. As a CSR in Taylor and Bain's study emphasizes: "When somebody phones in for a balance you have to try to get a sale or get them interested as well as turning the call round in 155 seconds". Even in centers that claim not to prioritize targets, researchers have found that staff often feels significant pressure. Targets simply intensify the stress produced by the quantity/quality debate, or, as one agent is quoted as saying, "They say that they're not really interested in numbers. They say that they are more into quality. Well, that's a lie. They're usually more into numbers than anything". It is important not to over generalize however. While most call centers do have some targets, they are a source of stress that is directly under management control. Some call centers are managed in such a way that targets are set to realistically reflect local conditions, are interpreted in light of other, more subjective information, and are not used punitively or to intensify work. In some they are even used effectively to motivate and encourage staff. For example, Lankshear and Mason describe a series of conversations with managers in their call center site where management consistently conceptualized their performance reports (for example, one commented that it's 'human nature' for productivity to drop before and after a holiday), and used their stats as an excuse to praise good performance and coach those who consistently had difficulty meeting targets: "Our best bet is to develop the people we have got" one manager is quoted as saying. Other Health issues The result of intense, stressful work may be an effect on workers' health. There are often high rates of absenteeism and sick leave reported in the literature, although there is relatively little

exploration of these issues, particularly when compared to turnover. Most often, authors provide a brief list of known health issues. For example, Richardson, Belt and Marshall write that "Health concerns have been expressed, including tension, sleeplessness, headaches, eyestrain, repetitive strain injury (RSI), voice loss, hearing problems and burn-out", but they do not develop the point. More detailed descriptions of the causes and effects of these ailments can be found in industry and trades union reports. For example, the Trades Union Council (TUC) in its brochure targeted at call centre workers, cites the main illnesses to which call centre staff are prone: "back strain and RSI, stress, eyestrain, and voice and hearing loss". Also in the UK, regulators have been proactive in their examination of the industry, with the Health and Safety Executive issuing a bulletin on call centre regulations, health risks and best practices in December 2001. They looked specifically at health issues including stress, noise levels, musculoskeletal disorders (such as back problems) and voice loss, and also at display screen issues, working environments, requirements for work stations, daily work routines, training, organizational working practices and shifts. Sleeping Disorders No prizes for guessing the most severe ailment afflicting people working in Indian call centres. Since this is a unique Indian problem, again, no solution appears in sight. Obviously this affects first timers more severely, as they take time to acclimatize their biological clocks, but even experienced people or managers are not able to completely escape from it. Some call centres are looking at devising innovative mechanisms like flexible shifts with sleeping arrangements in the office premises as possible solutions. Digestive System Related Disorders Working long and odd hours without any sleep, and eating food supplied by external caterers everyday, has led to 41.9% of the respondents suffering from digestive problems. Especially for the large number of girls working in the industry, the problem is even more severe. Many call centers are now taking additional care to ensure their caterers supply hygienic food; besides stipulating strict conditions to maintain the quality of the food they serve. Depression In last year's survey, this was not among the top disorders, but this year it has climbed up the chart, affecting nearly one-fourth of the respondents. Not surprising, since, as the industry matures, the initial glitz and glamour wears away and the real problems come to the fore. Not only are there several health related issues, but, on top of that, the gradual realization that there is limited scope in developing a career owing to fewer growth opportunities is increasing the frustration levels. Coupled with growing mental fatigue and increasingly punishing physical environments, depression is the obvious end result. Some call centers have now devised different stress management programs mainly to counter depression. Severe Stomach Related Problems Continuing digestive problems lead to severe stomach disorders like gastroenteritis, as endorsed by more than 24% of the respondents. Even doctors in major cities agree-in recent times many of the patients with various stomach ailments are from call centers. Eyesight Problems Globally call center industry employees are considered a high-risk group for eye-related problems. While the quality of monitors might impact these disorders, sitting continually without adequate breaks seems to be the truer reason. The number of people affected seems

to be on the rise-last year only 19% complained; this year it has gone up to 23%. At some point of time, this problem might also afflict the IT services industry, but for the call center industry, no remedy seems to be in sight. Ear Problems More than 16% of the respondents inform that they have hearing problems. Again, no surprises here, since a call center job involves taking calls throughout the shift, sitting with headphones. While quality of headphones does make a difference, it would not be correct to completely wish the problem away by thinking that changing headphones will solve it. Some other Human Issues, in Call-Centers, which need Immediate Attention Personal habits The young executives are getting more than five figure salaries per month in an early age. They tend to develop certain bad habits such as alcohol, smoking etc. It is not easy to identify such individuals. It is also very sensitive to talk to them. The professional counselors can conduct group-counseling, workshops, educative film shows in order to create awareness on effects of bad habits. Such actions will enable individuals to realize the importance of good habits and they could seek one to one Counseling sessions to solve their problems. Discipline and behavioral issues Call centers provide excellent working environment, free food and transportation. There is always a situation where individual or group of youngsters tend to commit mistakes and abuse the freedom. They start behaving like in college campus where they have more freedom. However, the call center executives have more responsibility and accountability, they need to follow discipline and do well in the job. The most common behavior is misuse of food, behave erratically in vans, and smoke in public places, misuse of telephones and other resources of the company. The supervisors always concentrate on performance and achieving targets. They do not have time or interest to go deep into these matters and find out the reasons for such behavior. The professional counselor can play a major role in educating the youngsters on discipline; provide advice to erring executives. The counselors with their wisdom and experience can tackle such issues tactfully and bring change within the individuals. As said earlier, to majority of them this is the first employment and they are fresh out of the colleges. Few tend to behave differently and they have the "do not care" attitude. Such executives will not take their job seriously, they indulge in teasing, and joking, talking over mobile phones, have friction within the team. These aspects may go noticed or unnoticed by the supervisors. The fact remains that such unacceptable behaviors will cause disturbance to others and overall it affects the productivity. Sleeping while on duty, reading novels and playing games on the computer during working hours brings down productivity and quality suffers. The HR representatives and professional counselors jointly have a role to bring behavioral change starting from the training days. Continuous education and Counseling will help to mitigate such problems and it is possible to prevent serious problems. Inter-personal relationship and friendship Executives develop friendship quickly and sometime the friendship breaks and there will be misunderstanding among the team members and naturally affects the team performance. The

supervisors and counselors can play a major role to sort out the interpersonal relationship and develop team spirit. Healthy relationship among the team members has always helped the team to out perform. When the relationship fails the individuals will also break down mentally. They either absent for duties or fall ill or the performance will come down. It is also true that due to misunderstanding and break in friendship they change jobs quickly. Love affair and marriages Few of the boys and girls fall in love quickly. They maintain the healthy relationship, behave in a matured manner, plan the future course of action and such persons have got married with the consent of their parents. They work together in the same organization for longer duration. There are instances, where lovers fall apart, start disliking, creating troubles to each other and vitiating the atmosphere. They are immature, take instant decisions to break or unite and sometimes go to an extent of damaging others reputation. The professional counselors can play an important role in explaining the importance of marriage, preparation required for marriage, how to enter the institution of marriage, which is acceptable to both parents and society and about the new role and responsibility after getting married. Counseling services can definitely give emotional support to individuals. Absenteeism Absenteeism is very high in calls centers. Employees tend to be very irregular to the duty due to various reasons. The professional counseling services to such irregular employees on one to one basis will help to bring down the absenteeism. The counselor can educate and explain the importance of attending duties to earn the salary and also to meet the organizational goals. Each individual are unique and the problem they face are also different in nature. Only the professional counselors can understand, analyze and provide long lasting solutions for the individuals. Higher education and part time jobs It is possible to do higher education while working in BPO units. Few organizations encourage and offer support services to pursue higher education. However, the time management by the executives is crucial to go forward in education as well as to maintain the performance and career growth. Programmes on time management, tips to study, tips to keep fit and such other programmes can be offered. These steps would help to seek the loyalty of employees to the organizations and helps greatly for the retention of employees. Organizations do not grant permission to pursue part time jobs while working in BPO units. In order to make quick money and to have options open to change the jobs in future will drive the employees to do part time work. Human body does not permit to stretch beyond one's capacity. The executives need to take sufficient rest in the daytime so that energy levels are maintained. Either due to lack of experience or due to compulsions, the executives keep their one feet in call center and another in part time jobs. In the long run this would affect individuals health. The HR executives must identify such persons and offer professional Counseling services to them. Remedial Measures for Stress Management Understanding that the "Stress" is a major concern for all Call-Center Employees, it is a duty of HR-heads of Call-Centers to address it properly. Some of the common signs and symptoms of stress Although we all experience stress in different ways, there are certain signs that are most frequently reported. These signs fall into two major categories;

physical/behavioral signs and emotional signs. If we become aware of our own stress symptoms, we will be more effective in dealing with them sooner rather than later. What follows is a list of some of the most experienced symptoms of stress. The physical/behavioral symptoms include; muscular tension, muscle spasms and tics, rapid heart beat, shortness of breath and high blood pressure, cold hands and feet, backaches, headaches and neck aches, stomach problems, indigestion, irritable bowel and ulcers, feeling fatigued, irritable, decreased ability to concentrate, insomnia and changes in eating behavior. Since these physical symptoms may be related to physical problems, you should consult with your medical doctor before you assume that your symptoms are purely stress-related. The emotional symptoms include; anxiety in a variety of situations not limited to the stressful situation, depression, hopelessness and a strong urge to cry without specific incident, withdrawal from social interactions and avoidance of previously enjoyed activities, powerlessness and decreased self esteem, hostility, anger and resentment, fears, phobias and unwanted thoughts. Learning to become more aware of your own stress symptoms is the first major step in the stress management and healing process. It is often helpful to monitor your daily symptoms in a stress diary where you match the stressful events with the symptom experienced. For example; you made find that if you are stuck in early morning traffic you may experience irritability and headaches. In this case it will be important to use these symptoms as a cue that you have to begin managing that stress more effectively when it happens. What are the consequences of unmanaged stress? We all know that stress is something that doesn't feel good to us physically and emotionally. What is even more compelling is what happens below the surface each time we experience stress. Stress researcher Hans Selye, determined what happens internally each time we experience something as threatening or stressful. According to Selye, when we perceive a threat in the environment the thinking part of the brain sends an alarm message to the nervous system via the hypothalamus. The nervous system then makes changes in the body that prepare you to handle the perceived danger ahead. These changes include increases in heart rate and blood pressure as well as pupil dilation. In addition, there are hormones and chemicals secreted such as adrenaline, that give the body the necessary push to be able to manage the threat ahead. Although there are situations in which these adrenaline surges are very helpful in helping us mobilize, the constant adrenaline surges due to repeatedly perceived threats, have a toxic effect on the body. For example, recurrent adrenaline surges inhibit some of the other important functions in the body including growth and tissue repair, digestion and the immune response. Just as the thinking part of your brain is responsible for turning the stress response on, you can turn it off by changing the threatening appraisals you are making. Once you are able to determine that a threat does not exist or that it can be effectively managed, your thinking brain stops sending panic messages to the nervous system. As a result of this reappraisal, the hormones and chemicals cease to be released and the body returns to normal. Bringing the body back to an "un-stressed" state is very important since almost every system in the body can be damaged by stress. Although our bodies are adaptive and can recover from periodic stressors, chronic stress has serious consequences. We experience the consequences

of stress on three important levels; physically, emotionally and behaviorally. What follows is a description of the specific consequences in these three categories. Physically, the body is likely to develop a stress-related disease as a result of the stress toxins that are released. For example, chronic stress can lead to cardiovascular disease by elevating blood pressure, damaging the heart and arteries and increasing blood sugar. Respiratory conditions such as asthma and bronchitis can result from stress-triggered changes in the lungs. When stress inhibits the body's digestive functions, diseases such as ulcers, colitis and chronic diarrhea can occur. In addition, stress contributes to inhibited growth of tissue and bone which can lead to decalcification and osteoporosis. The immune system is also inhibited by the reduced efficiency of the white blood cells, making the body more susceptible to disease. Increased muscle tension, fatigue and headaches are additional consequences of chronic stress. The second category of consequences of chronic stress is the emotional consequences. Depression can result form chronic stress due to the constant release and depletion of norepinephrine. What also contributes to the depression is the thought that life is terrible and that it is never going to get better. What then results is a feeling of helplessness and ineffectiveness, feeling like a failure and a reduction in self-confidence. Individuals who are depressed are also likely to withdraw from relationships and isolate themselves which often increases the intensity of the depression. In addition, anxiety and fearfulness are commonly felt emotions if someone constantly perceives threats around the corner. In addition, individuals who are chronically stressed are likely to exhibit increased cynicism, rigidity, sarcasm and irritability since they believe that their situation is not likely to improve. Chronic stress also has significant behavioral consequences. The behavioral consequences often result from the innate survival urge we have to seek relief, to fight or to flee. Unfortunately, these relief-seeking behaviors eventually become problematic. For example, "addictive behaviors" can result from the repeated efforts to soothe or escape the painful stress. Alcohol, drugs, smoking and overeating are often seen as tools to help manage the stress even though their effects are short lived and the consequences of chronic use are destructive to the body and mind. Unfortunately the mind's ability to deny the long-term consequences in order to fill the short-term need to escape perpetuates the problem and increases the excessive use behavior. Similarly, procrastination, poor planning, excessive sleeping and the avoidance of responsibility are examples of behaviors used by stressed individuals to temporarily flee from the pain. What is most significant about these behaviors is their ability to generate additional problems that are as severe as the original stressor. For example, procrastination or avoidance of the management of a stressor only serves to increase anxiety and exacerbate the stress experience. The stress consequences reviewed above suggest that in addition to being physically and psychologically distressing, they reduce the likelihood of effective goal reaching. The rationale for properly managing and coping with the stress is for health protection in the future as well as making the present more productive and satisfying. Managing Stress Since stress is an inevitable fact of life that we can't always prevent, our efforts need to be focused on coping with stress more effectively. What follows is a description of a three

pronged approach to stress management which includes behavioral/practical techniques, relaxation techniques and cognitive/thinking techniques. The behavioral/practical approaches to stress management include exercise and eating a healthy, balanced diet, which includes selections from the basic food groups. In addition, it is recommended that one avoid the excessive use of alcohol, caffeine and sugar, which contribute to fatigue and vulnerability to mood swings. It is also important to allow the body to rest and replenish to help inoculate the body against future stress. Building this stress resistance also includes scheduling time for leisure and pleasure, which provides for a more balanced, fulfilling life. Anticipating and preparing for recurrent stressors by managing time, setting priorities and limits, delegating responsibility, and not procrastinating are helpful stress reducing strategies. These techniques are effective stress management tools because their utilization is within our control. The relaxation approaches to stress management include a variety of techniques designed to help you effectively manage the body/mind tension. Progressive muscle relaxation is an active form of relaxation where you individually contract the major muscle groups of your body for about five seconds and then you relax the individual muscle groups for a five second holds. The contrast experienced by this exercise relieves muscle tension and relaxes the body. Some of the more passive relaxation approaches include listening to music, reading and using saunas and hot tubs to relieve tension. Techniques used to relax the mind include meditation and visual imagery. Meditation teaches you how to clear the mind of stressful and distracting thoughts by focusing the mental energy on positive coping thoughts. Visual imagery is designed to help the individual visualize him/herself coping effectively with a stressor that was previously experienced as overwhelming. The behavioral and relaxation approaches described above are necessary but not sufficient conditions for stress management. The third prong to stress management, the cognitive or thinking approach, is essential to effective coping with stress. The cognitive or thinking approaches are an integral part of coping effectively with stress and now the primary focus of many stress management programs. Since it has been determined that we can turn off the stress response by changing our threatening/dangerous event appraisals to appraisals that help us view these events as manageable challenges, we have a direct link to controlling the stress response. The first step in the cognitive approach is to identify our thoughts or internal dialog that is negative, perfectionist, black and white, rigid and demanding. In other words, you are more likely to experience stress if you believe that you, the world and other people "should or must" behave in a manner consistent with your demands and standards. For example, you are likely to experience stress if you believe that the world and your life should be stress free and that you do not have the resources to handle stress if it does occur. In addition, demands of perfection on yourself and on others important to you, increases the chance of feeling stressed since these expectations are unrealistic and rigid. After identifying your stress producing thoughts you are then able to move onto the second step in the cognitive approach; recognizing the consequences of this negative, rigid dialog. The motivation to change the stress-producing dialog comes from the determination that there are serious consequences that result form these negative, rigid thoughts. When you talk to yourself in a defeated, pessimistic or rigid way, you deny your ability to cope and are not likely to manage situations effectively or meet goals you set. In addition, perfectionist demands are experienced as appropriately unrealistic and contribute to a "why bother"

attitude. This attitude reduces the likelihood that you will address these demands since it is a realistic fact that no one or nothing is ever perfect. Once you are convinced that the dialog is negative and counterproductive, you are ready to move on to the third step in the cognitive approach; challenging and replacing the negative internal dialog with a healthier, more productive internal dialog. This important step in the reappraisal process requires that you challenge your rigid dialog by asking yourself a series of questions about that rigid dialog. For example, "Why must I perform perfectly in order to believe I am a valuable human being?" In addition, "Does that demand for perfection increase my anxiety and reduce the likelihood that I perform well at all?" "What would I feel like and would I be more motivated if I changed my demand for perfection to a desire to do well?" Another example of this reappraisal process can be seen in the area of criticism and rejection. A negative internal dialog that would create stress in this area is "I am worthless because I was rejected and this proves that no one will ever love me." A healthy challenge to this belief would be, "How does the opinion of this person reflect my personal worth?' "How does it follow that this rejection will lead to future rejections?" It is also important to add, " Even if I were to get rejected repeatedly, could I work to make desired changes in my personality without condemning myself or feeling worthless?" By replacing the negative, rigid dialog with more realistic, flexible dialog, you are more likely to feel healthier emotionally and behave more rationally and productively. The behavioral, relaxation and cognitive techniques described above have been determined to be effective ways to manage and cope more effectively with stress. The techniques give the control back to the individual and empower him/her to manage the inevitable stressors that will occur in life. Conclusion It is desirable to employ professional HR Professionals with knowledge of Human Psychology in BPO units/call centers. The services offered by professionals may not be felt in the initial stages. Companies like Tata, L&T, MICO and few others have employed professionals in their factories. The professionals can do wonders in BPO sectors as well. People are the backbone of BPO industry and it is certain that professional HR or Human Psychologist can make inroad in this emerging organization and facilitate the growth of organization in an immense way.
Employee Benefits Provided By Majority Of the BPO Companies A part from the legal and mandatory benefits such as provident-fund and gratuity, below is a list of other benefitsBPO professionals are entitled to the following: 1. Group Medi-claim Insurance Scheme: This insurance scheme is to provide adequate insurance coverage of employees for expenses related to hospitalization due to illness, disease or injury or pregnancy in case of female employees or spouse of male employees. All employees and their dependent family members are eligible. Dependent family members include spouse, nonearning parents and children above three months 2. Personal Accident Insurance Scheme: This scheme is to provide adequate

insurance coverage for Hospitalization expenses arising out of injuries sustained in an accident. This covers total / partial disablement / death due to accident and due to accidents. 3. Subsidized Food and Transportation: The organizations provide transportation facility to all the employees from home till office at subsidized rates. The lunch provided is also subsidized. 4. Company Leased Accommodation: Some of the companies provides shared accommodation for all the out station employees, in fact some of the BPO companies also undertakes to pay electricity/water bills as well as the Society charges for the shared accommodation. The purpose is to provide to the employees to lead a more comfortable work life balance. 5. Recreation, Cafeteria, ATM and Concierge facilities: The recreation facilities include pool tables, chess tables and coffee bars. Companies also have well equipped gyms, personal trainers and showers at facilities. 6. Corporate Credit Card: The main purpose of the corporate credit card is enable the timely and efficient payment of official expenses which the employees undertake for purposes such as travel related expenses like Hotel bills, Air tickets etc 7. Cellular Phone / Laptop: Cellular phone and / or Laptop are provided to the employees on the basis of business need. The employee is responsible for the maintenance and safeguarding of the asset. 8. Personal Health Care (Regular medical check-ups): Some of the BPO'S provides the facility for extensive health check-up. For employees with above 40 years of age, the medical check-up can be done once a year. 9. Loans: Many BPO companies provide loan facility on three different occasions: Employees are provided with financial assistance in case of a medical emergency. Employees are also provided with financial assistance at the time of their wedding. And, The new recruits are provided with interest free loans to assist them in their initial settlement at the work location. 10. Educational Benefits: Many BPO companies have this policy to develop the personality and knowledge level of their employees and hence reimburses the expenses incurred towards tuition fees, examination fees, and purchase of books subject, for pursuing MBA, and/or other management qualification at India's top most Business Schools. 11. Performance based incentives: In many BPO companies they have plans for, performance based incentive scheme. The parameters for calculation are process performance i.e. speed, accuracy and productivity of each process. The Pay for Performance can be as much as 22% of the salary. 12. Flexi-time: The main objective of the flextime policy is to provide opportunity to employees to work with flexible work schedules and set out conditions for availing this provision. Flexible work schedules are initiated by employees and approved by management to meet business commitments while supporting employee personal life needs .The factors on which Flexi time is allowed to an employee include: Child or Parent care, Health situation, Maternity, Formal education program

13. Flexible Salary Benefits: Its main objective is to provide flexibility to the employees to plan a tax-effective compensation structure by balancing the monthly net income, yearly benefits and income tax payable. It is applicable of all the employees of the organization. The Salary consists of Basic, DA and Conveyance Allowance. The Flexible Benefit Plan consists of: House Rent Allowance, Leave Travel Assistance, Medical Reimbursement, Special Allowance 14. Regular Get together and other cultural programs: The companies organizes cultural program as and when possible but most of the times, once in a quarter, in which all the employees are given an opportunity to display their talents in dramatics, singing, acting, dancing etc. Apart from that the organizations also conduct various sports programs such as Cricket, football, etc and regularly play matches with the teams of other organizations and colleges. 15. Wedding Day Gift: Employee is given a gift voucher of Rs. 2000/- to Rs. 7000/- based on their level in the organization. 16. Employee Referral Scheme: In several companies employee referral scheme is implemented to encourage employees to refer friends and relatives for employment in the organization. 17. Employee Stock Option Plan Now, the actual question, why people are leaving? What types of retention strategies are required? What is expected from HR Professional and how they can address this issue?

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Genpact LTD - FORM 8-K - EX-10.2 - June 17, 2011

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8-K - Genpact LTD

EX-10.1 - Genpact LTD

Exhibit 10.2

AMENDED AND RESTATED EMPLOYMENT AGREEMENT

This AMENDED AND RESTATED EMPLOYMENT AGREEMENT (this Agreement), dated as of June 16, 2011, by and between Genpact Limited, a Bermuda limited exempted company (the Company), and Pramod Bhasin (the Executive and, together with the Company, the Parties).

WITNESSETH:

A.

The Executive currently serves as the Companys President and Chief Executive Officer.

B. Effective June 17, 2011, the Executive shall resign from his position as President and Chief Executive officer and as a member of the board of directors of the Company (the Board).

C. The Company desires to continue to employ the Executive, and the Executive desires to continue to be employed by the Company, on the terms and conditions set forth in this Agreement.

D. The Executive acknowledges that (i) the Executives employment with the Company and its affiliates has provided and will provide the Executive with trade secrets of, and confidential information concerning, the Company and (ii) the covenants contained in this Agreement are essential to protect the business and goodwill of the Company.

E. The Executive entered into an employment agreement with Genpact Global Holdings SICAR, a Societ Responsabilit Limite organized as a Societ dInvestissement en Capital Risque under the laws of the Grand Duchy of Luxembourg and a subsidiary of the Company (GGH) and Genpact International Holdings, a Societ Responsabilit Limite under the laws of the Grand Duchy of Luxembourg and whollyowned subsidiary of GGH (together with GGH, the Prior Employers), dated as of July 26, 2005, which was assigned to and assumed by the Company as of July 13, 2007 and amended on December 24, 2007, December 30, 2008 and August 13, 2010 (the Prior Employment Agreement).

F.

The Parties desire to amend and restate the Prior Employment Agreement as set forth herein.

Accordingly, in consideration of the promises and the respective covenants and agreements of the Parties set forth below, and intending to be legally bound hereby, the Parties agree as follows:

Section 1. Employment. The Company hereby continues to agree to employ the Executive, and the Executive hereby continues to accept such employment, on the terms and conditions set forth in this Agreement.

Section 2. Term. This Agreement shall be effective for a period commencing as of January 1, 2005 (the Effective Date) and ending on the date this Agreement and the

Executives employment hereunder are terminated in accordance with the provisions of Section 8 (such period, the Term).

Section 3.

Duties, Authority, Status and Responsibilities.

(a) Effective June 17, 2011, the Executive shall serve as Non-Executive Vice Chairman of the Company. The Executive shall report to the Chief Executive Officer and the Executives duties shall include such duties as the Chief Executive Officer may from time to time reasonably assign.

(b) Effective June 17, 2011 and during the remaining Term and except as otherwise agreed by the Parties, the Executive shall devote approximately 25% of his time to his duties in his position as NonExecutive Vice Chairman.

Section 4.

Cash Compensation.

(a) Base Salary. Effective as of June 17, 2011, the Executive shall receive an annual base salary (the Base Salary) of not less than U.S. $250,000. The Base Salary shall be payable in accordance with the customary payroll practices of the Company for salaried employees in the United States. The Board, or a committee thereof, shall review the Executives Base Salary at such times each year that the Board or committee reviews the compensation of other senior executive officers.

(b) Annual Bonus. Effective June 17, 2011, the Executive shall be eligible to receive an annual cash bonus (the Annual Bonus) in respect of each full or partial fiscal year of the Company ending during the Term (each, a Fiscal Year, which as of the date hereof, is the period January 1 through December 31), with such Annual Bonus to equal 100% of Base Salary for such Fiscal Year. Any such Annual Bonus shall be paid to the Executive on or after the first day (but in no event later than the fifteenth day of the third month) of the Fiscal Year following the Fiscal Year to which the Annual Bonus relates. Notwithstanding the foregoing, the Annual Bonus for the period from January 1, 2011 to June 17, 2011 when the Executive was President and Chief Executive Officer of the Company shall be based on the Annual Bonus paid to the Executive in 2010 for services performed in 2009.

Section 5. Equity Compensation. The Executive has previously been granted options and performance shares. The Executive shall continue to vest in each such award and each such award shall remain outstanding in accordance with its terms.

Section 6. Expenses. During the Term, the Executive shall be entitled to receive prompt reimbursement for all travel and business expenses reasonably incurred and accounted for by the Executive (in accordance with the policies and procedures established from time to time by the Company) in performing services hereunder.

Section 7.

Other Benefits.

(a) Employee Benefits, Fringe Benefits and Perquisites. During the Term, to the extent permissible under the Companys benefit plans, the Executive shall be able to participate in employee benefit plans and perquisite and fringe benefit programs on a basis no

less favorable than such benefits and perquisites are provided by the Company from time to time to the Companys other senior executives, including without limitation reimbursement for the costs of preparing the Executives tax returns in India and the United States. In addition, effective January 1, 2008 and continuing during the Term, the Executive shall receive (i) reimbursement of the actual costs incurred by the Executive of utilities (including telephone) related to his primary residence and the Executives expenses related to his automobile and driver and (ii) an annual amount of U.S.$60,000 to cover such other personal costs as the Executive deems appropriate with such amount paid to the Executive in equal installments on the date of payments of his Base Salary each year.

(b)

Special Pension Benefit.

(i) Normal Retirement Benefit. The Executive shall be eligible to receive from the Company a special pension benefit (the Special Pension Benefit), which shall be payable in the amounts, at the times and in the forms described in this Section 7(b).

(ii) Unless the Executive elects otherwise in accordance with this Section 7(b), the Special Pension Benefit shall be payable in the form of a five-year sum certain joint and survivor life annuity benefit (the Normal Benefit) in the annual amount of US$190,000 (such annual amount, as adjusted pursuant to this Section 7(b), the Annual Amount) commencing on the earliest of (A) the Executives separation from service with the Company (as defined in Section 1.409A-1(h) of the Treasury Regulations promulgated under Section 409A of the Internal Revenue Code of 1986, as amended (the Code and, such regulations, the 409A Regulations)) that occurs on or after the Executives obtaining age 60, (B) the Executives death or disability (within the meaning of Section 1.409A-3(i)(4) of the 409A Regulations) and (C) the Executives attaining age 65 (such date, the Commencement Date). Unless the Executive elects otherwise in accordance with this Section 7(b), the Special Pension Benefit shall be paid in equal monthly installments on the 15th day of each month beginning with the first full month following the Commencement

Date, with each such installment equal to 1/12 of the Annual Amount, provided, however, that if the Special Pension Benefit becomes payable as a result of the Executives separation from service with the Company (other than due to death or disability) at a time when the Executive is a specified employee of the Company (as defined in Section 409A-1(i)(1) of the 409A Regulations and as determined by the Company) and the Companys stock is publicly traded on an established securities market, then no payments shall be made until the earlier of (A) the expiration of the six month period following such separation from service and (B) the Executives death (the Delay Period) and any amounts that would otherwise have been paid during the Delay Period shall be paid in lump sum on the first business day following the end of the Delay Period. The Executive shall be entitled to interest on the deferred benefits and payments for the Delay Period, with such interest to accrue at the prime rate in effect from time to time during that period and to be paid in a lump sum on the first business day following the end of the Delay Period.

(iii) Election to Defer Commencement. The Executive may elect to have the Special Pension Benefit commence on a date later than the Commencement Date, but only if (A) such alternative date is permitted to be a commencement date for payment under the General Electric Company Pension Plan, as amended and restated as of July 1, 2003, a copy of which is on file with the Corporate Secretary of the Company (the GE Plan) and (B) such

election to delay the Commencement Date satisfies the subsequent deferral election requirements under Section 409A. In the event of any such election, the Annual Amount shall be adjusted in accordance with the terms of the GE Plan.

(iv) Form of Payment. The Executive may elect to have the Special Pension Benefit be paid in a form other than the form of the Normal Benefit, but only if (A) such alternative form is permitted under the GE Plan and (B) such election to change the form of payment satisfies the requirements for subsequent elections to change the form of payment under Section 409A. In the event of any such election, the Annual Amount shall be adjusted to reflect the applicable form of payment in accordance with the terms of the GE Plan.

(v) Administration of Special Pension Benefit. The Special Pension Benefit shall be administered by the Board, or a committee thereof, in accordance with the terms and purposes of Section 7(b). The Board, or a committee thereof, shall have the sole and absolute discretionary duty and authority to interpret the provisions of Section 7(b) and the GE Plan as it pertains to Section 7(b) and determine the amount and manner of payments of the Special Pension Benefit due to the Executive.

(vi) No Off-Set; Unsecured Creditor. In no event shall the Special Pension Benefit be reduced by any amounts otherwise payable to the Executive under the GE Plan. The Executives rights to the Special Pension Benefit shall be solely those of an unsecured general creditor of the Company, and nothing herein shall be deemed to give the Executive any right to particular assets of the Company or to require the Company to establish a fund or trust for the benefit of the Executive or otherwise set aside assets for his benefit.

(vii) Section 457A. Notwithstanding the foregoing, to the extent that the Executive is required to include in income in 2017 any amounts payable under the Special Pension Benefit pursuant to the requirements of Section 457A of the Code, the present value of any remaining payments under the Special Pension Benefit shall be paid to the Executive on December 31, 2017. For such purposes, the present value shall be determined using an interest rate equal to two percent (2%) and the remaining payments shall be determined by multiplying US$190,000 by the Executives life expectancy (rounded up to the nearest whole year) as determined under the then most recent life expectancy tables published by the Office of the Actuary of the U.S. Social Security Administration. The parties agree to make such amendments to the payment of the Special Pension Benefit as necessary to comply with the requirements of Section 457A and the Treasury Regulations and other guidance promulgated thereunder.

(c) Vacations. The Executive shall be entitled to four (4) weeks paid vacation during each year of the Term. The Executive shall also be entitled to all paid holidays and personal days given by the Company to its senior executives.

(d) Indemnification. The Company and its successors and/or assigns will indemnify and defend the Executive to the fullest extent permitted by applicable law of the jurisdiction in which the Company is incorporated and the organizational documents of the Company with respect to any claims that may be brought against the Executive arising out of any action taken or not taken in the Executives capacity as an officer or director of the Company or any of its affiliates. In addition, the Executive shall be covered, in respect of the Executives

activities as a director and officer of the Company or any of its affiliates, by the Companys Directors and Officers liability policy or other comparable policies obtained by the Companys successors, to the fullest

extent permitted by such policies. The Companys indemnification obligations under this Section 7(d) shall remain in effect following the Executives termination of employment with the Company.

Section 8. Termination. The Executives employment hereunder may be terminated under the following circumstances:

(a) Death. The Executives employment hereunder shall terminate upon the Executives death. Upon any termination of the Executives employment hereunder as a result of this Section 8(a), the Executives estate shall be entitled to receive (i) his Base Salary through the date of termination, (ii) any earned but unpaid Annual Bonus for any Fiscal Year preceding the Fiscal Year in which the termination occurs, (iii) a pro-rata amount of the Annual Bonus for the Fiscal Year in which the termination occurs, and (iv) the dollar value of all accrued and unused vacation based upon the Executives most recent level of Base Salary. In addition, outstanding equity awards will accelerate in accordance with the terms of the agreements evidencing the awards. All other benefits, if any, due to the Executives estate following the Executives termination due to death shall be determined in accordance with the plans, policies and practices of the Company; provided, however, that the Executive (or his estate, as the case may be) shall not participate in any severance plan, policy or program of the Company. The Executives estate shall not accrue any additional compensation (including any Base Salary or Annual Bonus) or other benefits under this Agreement following such termination of employment. The amounts payable pursuant to this Section 8(a) shall be paid, in lump sum, as soon as practicable following such termination, but in no event later than 30 days after the date of such termination.

(b) Disability. The Company may terminate the Executives employment hereunder for Disability. Disability shall mean the Executives inability, due to physical or mental incapacity, to substantially perform the Executives duties and responsibilities under this Agreement for a period of 180 consecutive days. In conjunction with determining Disability for purposes of this Agreement, the Executive hereby (i) consents to any such examinations which are relevant to a determination of whether the Executive is mentally and/or physically disabled and (ii) agrees to furnish such medical information as may be reasonably requested. Upon any termination of the Executives employment hereunder pursuant to this Section 8(b), the Executive shall be entitled to receive (A) his Base Salary through the date of termination, (B) any earned but unpaid Annual Bonus for any Fiscal Year preceding the Fiscal Year in which the termination occurs, (C) a prorata amount of the Annual Bonus for the Fiscal Year in which the termination occurs, and (D) the dollar value of all accrued and unused vacation based upon the Executives most recent level of Base Salary. In addition, outstanding equity awards will accelerate in accordance with the terms of the agreements evidencing the awards. All other benefits, if any, due to the Executive following the Executives termination by the Company for Disability shall be determined in accordance with the plans, policies and practices of the Company; provided, however, that the Executive shall not participate in any severance plan, policy or program of the Company. The Executive shall not accrue any additional compensation (including any Base Salary or Annual Bonus) or other benefits under this Agreement following such termination of employment. The amounts payable pursuant to this Section 8(b) (other than

with respect to the payments under clause (C) which shall be paid, in a lump sum as soon as practicable (but in all events within sixty (60) days) following the Executives separation from service with the Company (as defined in Section 1.409A-1(h) of the 409A Regulations)) shall be paid, in lump sum, as soon as practicable following such termination, but in no event later than 30 days after the date of such termination.

(c)

Termination for Cause; Voluntary Termination.

(i) At any time during the Term, (A) the Company may terminate the Executives employment hereunder for Cause (as defined below) by written notice, specifying the grounds for Cause in reasonable detail, and (B) the Executive may terminate his employment hereunder voluntarily (that is, other than by death, Disability or for Good Reason, in accordance with Section 8(a), 8(b) or 8(d)). Cause shall mean: (I) any conviction by a court of, or entry of a pleading of guilty or nolo contendere by the Executive with respect to, a felony or any lesser crime involving moral turpitude or a material element of which is fraud or dishonesty; (II) the Executives willful dishonesty of a substantial nature towards the Company and any of its subsidiaries; (III) the Executives material breach of this Agreement, which breach is not cured by the Executive to the reasonable satisfaction of the Company within 30 business days of the date the Company delivers written notice of such breach to the Executive; or (IV) the Executives material, knowing and intentional failure to comply with material applicable laws with respect to the execution of the Companys and its subsidiaries business operations, including, without limitation, a knowing and intentional failure to comply with the Prevention of Corruption Act of India, 1988 or the Foreign Corrupt Practices Act 1977 of the US Congress, as amended; provided, that if all of the following conditions exist: there will be a presumption that the Executive has acted in accordance with such applicable laws, the Executive is following, in good faith, the written advice of counsel, such counsel having been approved by the Board as outside counsel to the Company for regulatory and compliance matters, in the form of a legal memorandum or a written legal opinion, and the Executive has, in good faith, provided to such counsel all accurate and truthful facts necessary for such counsel to render such legal memorandum or written legal opinion.

(ii) Upon the termination of the Executives employment hereunder pursuant to Section 8(c) by the Company for Cause, the Executive shall be entitled to receive (A) his Base Salary through the date of termination, (B) any earned but unpaid Annual Bonus for any Fiscal Year preceding the Fiscal Year in which the termination occurs, and (C) the dollar value of all accrued and unused vacation based upon the Executives most recent level of Base Salary. The Executive shall not accrue any additional compensation (including any Base Salary or Annual Bonus) or other benefits under this Agreement following such termination of employment. The amounts payable pursuant to this Section 8(c)(ii) shall be paid, in lump sum, as soon as practicable following such termination, but in no event later 30 days after the date of such termination.

(iii) Upon the termination of the Executives employment hereunder pursuant to Section 8(c) due to the Executives voluntary termination, the Executive shall be entitled to receive (A) his Base Salary through the date of termination, (B) any earned but unpaid Annual Bonus for any Fiscal Year preceding the Fiscal Year in which the termination occurs, (C) a pro-rata amount of the Annual Bonus for the Fiscal Year in which the termination occurs (but

with respect to a termination that occurs during 2011, only if the applicable performance target for the entirety of such Fiscal Year is achieved), and (D) the dollar value of all accrued and unused vacation based upon the Executives most recent level of Base Salary. In addition, outstanding equity awards will accelerate in accordance with the terms of the agreements evidencing the awards. The Executive shall not accrue any additional compensation (including any Base Salary or Annual Bonus) or other benefits under this Agreement following such termination of employment. The amounts payable pursuant to this Section 8(c)(iii) (other than with respect to the payments under clause (C) in the event of a termination that occurs in 2011 which shall be paid on or after the first day (but in no event later than the fifteenth day of the third month) of the Fiscal Year following the Fiscal Year in which such termination occurs), shall be paid, in lump sum, as soon as practicable following such termination, but in no event later than 30 days after the date of such termination. For the avoidance of doubt, upon the termination of the Executives employment hereunder pursuant to Section 8(c) due to the Executives voluntary termination, the Executive shall not be entitled to receive any severance payments under any severance plan, policy or program of the Company.

(iv) All other benefits, if any, due to the Executive following the Executives termination of employment for Cause or due to voluntary termination pursuant to Section 8(c) shall be determined in accordance with the plans, policies and practices of the Company; provided, however, that the Executive shall not participate in any severance plan, policy or program of the Company.

(d)

Termination for Good Reason or Without Cause.

(i) At any time during the Term, (A) the Executive may terminate the Executives employment hereunder for Good Reason (as defined below) and (B) the Company may terminate the Executives employment hereunder without Cause (and other than for death or Disability). Good Reason shall mean the occurrence, without the Executives prior written consent, of any of the following events: (I) a reduction in the nature of the Executives authority or duties from those contemplated by this Agreement; (II) a reduction in the then current Base Salary, target Annual Bonus or fringe benefits specific to the Executive; or (III) causing or requiring the Executive to report to any person other than the Board; provided, however, that

any such event described in (I), (II) or (III) above shall not constitute Good Reason unless and until the Executive shall have provided the Company with notice of such event within 90 days of the initial occurrence of such event and the Company shall have failed to remedy such event within 30 days of receipt of such notice. Notwithstanding any provision of this Agreement to the contrary, in no event shall the timing of the Executive's execution of the release required under Section 8(e), directly or indirectly, result in the Executive designating the calendar year of payment, and if a payment that is subject to execution of the release could be made in more than one taxable year, payment shall be made in the later taxable year.

(ii) Upon the termination of the Executives employment hereunder pursuant to Section 8(d) (for Good Reason or without Cause), the Executive shall receive the following payments: (A) payment of an amount equal to the sum of (I) any earned but unpaid Base Salary through the date of termination, (II) any earned but unpaid Bonus for any Fiscal Year preceding the Fiscal Year in which the termination occurs, (III) a pro-rata amount of the Annual Bonus for the Fiscal Year in which the termination occurs (but with respect to a

termination that occurs during 2011, only if the applicable performance target for the entirety of such Fiscal Year is achieved) and (IV) the dollar value of all accrued and unused vacation based upon the Executives most recent level of Base Salary, and (B) payment of an amount equal to the sum of (X) one times the Executives Base Salary (at the rate then in effect) and (Y) one times the Annual Bonus the Executive received for the Fiscal Year preceding the Fiscal Year in which the termination occurs. The amounts payable pursuant to the foregoing sentence in Section 8(d) (other than with respect to the payments under clause (A)(III) in the event of a termination that occurs during 2011 which shall be paid on or after the first day (but in no event later than the fifteenth day of the third month) of the Fiscal Year following the Fiscal Year in which such termination occurs), shall be paid, in lump sum, within sixty (60) days following the Executives separation from service with the Company (as defined in Section 1.409A-1(h) of the 409A Regulations).

(iii) In addition, in the event of the Executives termination of employment hereunder pursuant to Section 8(d) (for Good Reason or without Cause) on or prior to December 31, 2012, the option granted to the Executive on May 29, 2007 to purchase 723,600 shares shall accelerate in full. Any other equity awards outstanding at the time of termination hereunder pursuant to Section 8(d) will accelerate in accordance with the terms of the agreements evidencing the awards.

(iv) In addition, the Company shall reimburse the Executive for the cost of acquiring health benefits for the Executive and his spouse and other eligible dependents at the same level of

coverage and benefits as is provided to U.S.-based senior executives of the Company for the two-year period following the date of the Executives termination; provided, that the Companys obligation to reimburse any such health benefits costs shall cease with respect to such health benefits at the time the Executive and his spouse and other eligible dependents become eligible for such health benefits from another employer. The Executive shall, within 30 days after each periodic payment for a reimbursable health benefit expense under this Section 8(d)(iii), submit appropriate evidence of such payment to the Company for reimbursement, and the Company shall pay such reimbursement on the 30th day following receipt of the submission. During the period such health benefit coverage remains in effect hereunder, the following provisions shall govern the arrangement: (a) the amount of the health care costs eligible for reimbursement in any one calendar year of such coverage shall not affect the amount of such costs eligible for reimbursement in any other calendar year for which such reimbursement is to be provided hereunder; (ii) no costs shall be reimbursed after the close of the calendar year following the calendar year in which those costs were incurred; and (iii) the Executives right to the reimbursement of such costs cannot be liquidated or exchanged for any other benefit. In the event the reimbursement of health benefit costs results in the recognition of taxable income (whether for federal, state or local income tax purposes) by the Executive, then the Company shall make an additional payment (the Health Benefit Gross-Up Payment) in a dollar amount to fully cover all taxes payable by the Executive on the income recognized with respect to the reimbursed health benefit costs, including taxes imposed upon the Health Benefit Gross-Up Payment. The Health Benefit Gross-Up Payment shall be paid to the Executive at the time the related taxes are remitted to the tax authorities. All other benefits, if any, due the Executive following a termination pursuant to Section 8(d) shall be determined in accordance with the plans, policies and practices of the Company; provided, however, that the Executive shall not participate in any severance plan, policy or program of the Company. The Executive

shall not accrue any additional compensation (including any Base Salary or Annual Bonus) or other benefits under this Agreement following such termination of employment.

(e) Execution of Release of All Claims. Notwithstanding any other provision of this Agreement to the contrary, the Executive acknowledges and agrees that any and all payments and benefits to which the Executive is entitled under Section 8(d) (other than the acceleration of any equity awards) are conditional upon, and subject to, the Executives execution of a mutual release and waiver of claims in the form attached hereto as Exhibit A. The release must be executed by the Executive and the Company and effective prior to the 60th day after the date of termination of the Executives employment with the Company.

(f) Notice of Termination. Any purported termination of employment by the Company or the Executive shall be communicated by a written Notice of Termination to the Executive or the Company,

respectively, delivered in accordance with Section 10(f) hereof. For purposes of this Agreement, a Notice of Termination shall mean a notice which shall indicate the specific termination provision in the Agreement relied upon, the date of termination, and shall set forth in reasonable detail the facts and circumstances claimed to provide a basis for termination of employment under the provision so indicated. The date of termination of the Executives employment shall be the date so stated in the Notice of Termination, which date, in the event of a termination initiated by the Executive or by the Company pursuant to Section 8(d) shall be no less than 30 days following the delivery of a Notice of Termination or in the event of a termination initiated by the Executive pursuant to Section 8(c) shall be no less than 30 days following the delivery of a Notice of Termination; provided, however, that in the case of a termination for Cause by the Company, the date of termination shall be the date the Notice of Termination is delivered in accordance with Section 8(c).

(g) Resignation from Positions. Notwithstanding any other provision of this Agreement to the contrary, upon any termination of employment (whether voluntary or involuntary), the Executive, upon written request from the Company, shall resign from the positions he has with the Company Group (as defined below), whether as an executive, officer, employee, consultant, director, trustee, fiduciary or otherwise.

Section 9.

Restrictive Covenants.

(a) Noncompetition. In consideration of the payments by the Company to the Executive pursuant to this Agreement, the Executive hereby covenants and agrees that, during the Term and for the oneyear period following the date of the Executives termination for any reason, the Executive shall not, without the prior written consent of the Company, engage in Competition (as defined below) with the Company, the Prior Employers or any of their respective affiliates or subsidiaries (collectively, the Company Group). For purposes of this Agreement, if the Executive takes any of the following actions he shall be engaged in Competition: engaging in or carrying on, directly or indirectly, any enterprise, whether as an advisor, principal, agent, partner, officer, director, employee, stockholder, associate or consultant to any of the five entities listed on the competitor list attached as Exhibit B hereto, or any successor of any such entity, which competitor list may be amended annually by the Board, or a committee thereof, to add or delete entities from such list provided that in no event shall the number of entities named on such list exceed five. Notwithstanding the foregoing,

Competition shall not include the passive ownership of securities in any entity listed on Exhibit B and exercise of rights appurtenant thereto, so long as such securities represent no more than two percent (2%) of the voting power of all securities of such enterprise.

(b) Nonsolicitation; No-Hire. In further consideration of the payments by the Company to the Executive pursuant to this Agreement, the Executive hereby covenants and agrees that, during the Term and for the one-year period following the date of the Executives termination for any reason, the Executive shall not knowingly (i) attempt to influence, persuade or induce, or assist any other person in so influencing, persuading or inducing, any employee or independent contractor of the Company Group to give up, or to not commence, employment or a business relationship with the Company Group, (ii) unless otherwise in contravention of applicable law, directly, or indirectly through direction to any third party, hire or engage, or cause to be hired or engaged, any person who is or was an employee or independent contractor of the Company Group, or (iii) attempt to influence, persuade or induce, or assist any other person in so influencing, persuading or inducing, any agent, consultant, vendor, supplier or customer of the Company Group to give up or not commence, a business relationship with the Company Group.

(c) Confidential Information. The Executive acknowledges that the Company Group has a legitimate and continuing proprietary interest in the protection of its confidential information and that it has invested substantial sums and will continue to invest substantial sums to develop, maintain and protect such confidential information. During the Term and at all times thereafter, the Executive shall not, except with the written consent of the Company or in connection with carrying out the Executives duties or responsibilities hereunder, furnish or make accessible to anyone or use for the Executives own benefit any trade secrets, confidential or proprietary information of the Company Group, including its business plans, marketing plans, strategies, systems, programs, methods, employee lists, computer programs, insurance profiles and client lists; provided, that such protected information shall not include information known to the public or otherwise in the public domain without violation by the Executive of this Section 9(c). Notwithstanding the foregoing, the Executive may disclose Confidential Information when required to do so by a court of competent jurisdiction, by any governmental agency having supervisory authority over the business of the Company Group or by any administrative body or legislative body (including a committee thereof) with jurisdiction to order the Executive to divulge, disclose or make accessible such information; provided, further, that in the event that Executive is ordered by a court or other government agency to disclose any Confidential Information, the Executive shall (i) promptly notify the Company of such order, (ii) at the written request of the Company, diligently contest such order at the sole expense of the Company as expenses occur, and (iii) at the written request of the Company, seek to obtain, at the sole expense of the Company, such confidential treatment as may be available under applicable laws for any information disclosed under such order.

(d) Property of the Company. All memoranda, notes, lists, records and other documents or papers (and all copies thereof) relating to the Company Group, whether written or stored on electronic media, made or compiled by or on behalf of the Executive in the course of the Executives employment, or made available to the Executive in the course of the Executives employment, relating to the Company Group, or to any entity which may hereafter become an affiliate thereof, but excluding the Executives personal effects, Rolodexes and similar items,

10

shall be the property of the Company, and shall, except as otherwise agreed by the Company in writing, be delivered to the Company promptly upon the termination of the Executives employment with the Company for any reason or at any other time upon request.

(e) Developments. All discoveries, inventions, ideas, technology, formulas, designs, software, programs, algorithms, products, systems, applications, processes, procedures, methods and improvements and enhancements conceived, developed or otherwise made or created or produced by the Executive alone or with others, at any time during his employment with the Company, and in any way relating to the business activities which are the same as or substantially similar to business activities carried on by the Company Group or being definitely planned by the Company Group (the Business), or the products or services of the Company Group, whether or not subject to patent, copyright or other protection and whether or not reduced to tangible form (Developments), shall be the sole and exclusive property of the Company. The Executive agrees to, and hereby does, assign to the Company, without any further consideration, all of the Executives right, title and interest throughout the world in and to all Developments. The Executive agrees that all such Developments that are copyrightable may constitute works made for hire under the copyright laws of the United States and, as such, acknowledges that the Company or one of the members of the Company Group, as the case may be, is the author of such Developments and owns all of the rights comprised in the copyright of such Developments and the Executive hereby assigns to the Company without any further consideration all of the rights comprised in the copyright and other proprietary rights the Executive may have in any such Development to the extent that it might not be considered a work made for hire. The Executive shall make and maintain adequate and current written records of all Developments and shall disclose all Developments promptly, fully and in writing to the Company promptly after development of the same, and at any time upon request.

(f) Enforcement. The Executive acknowledges and agrees that the Companys remedies at law for a breach or threatened breach of any of the provisions of Sections 9(a), (b), (c) and (d) herein would be inadequate and, in recognition of this fact, the Executive agrees that, in the event of such a breach or threatened breach, in addition to any remedies at law, the Company shall be entitled to obtain equitable relief in the form of specific performance, temporary restraining order, temporary or permanent injunction or any other equitable remedy which may then be available. In addition, the Company shall be entitled to immediately cease paying any amounts remaining due or providing any benefits to the Executive pursuant to Section 8 in the event that the Executive has violated any provision of Section 9(a) or has materially breached any of his obligations under Sections 9(b), (c), (d) and (e) of this Agreement. The Executive understands that the provisions of Sections 9(a) and 9(b) may limit his ability to earn a livelihood in a business similar to the Business but he nevertheless agrees and hereby acknowledges that (i) such provisions do not impose a greater restraint than is necessary to protect the goodwill or other business interests of the Company, (ii) such provisions contain reasonable limitations as to time and scope of activity to be restrained, (iii) such provisions are not harmful to the general public, (iv) such provisions are not unduly burdensome to the Executive, and (v) the consideration provided hereunder is sufficient to compensate the Executive for the restrictions contained in Sections 9(a) and 9(b). In consideration of the foregoing and in light of the Executives education, skills and abilities, the Executive agrees that he shall not assert that, and it should not be considered that, any provisions

of Sections 9(a) and 9(b) otherwise are void, voidable or unenforceable or should be voided or held unenforceable. It

11

is expressly understood and agreed that although the Executive and the Company consider the restrictions contained in Sections 9(a) and 9(b) to be reasonable, if a judicial determination is made by a court of competent jurisdiction that the time or territory or any other restriction contained in this Agreement is an unenforceable restriction against the Executive, the provisions of this Agreement shall not be rendered void but shall be deemed amended to apply as to such maximum time and territory and to such maximum extent as such court may judicially determine or indicate to be enforceable. Alternatively, if any court of competent jurisdiction finds that any restriction contained in this Agreement is unenforceable, and such restriction cannot be amended so as to make it enforceable, such finding shall not affect the enforceability of any of the other restrictions contained herein.

Section 10.

Miscellaneous.

(a) Executives and Companys Representations. The Executive hereby represents and warrants to the Company that: (i) the execution, delivery and performance of this Agreement by the Executive does not and shall not conflict with, breach, violate or cause a default under any contract, agreement, instrument, order, judgment or decree to which the Executive is a party or by which he is bound; (ii) the Executive is not a party to or bound by an employment agreement, non-compete agreement or confidentiality agreement with any other person or entity which would interfere in any material respect with the performance of his duties hereunder; provided, however, that the Executive is currently bound by a confidentiality agreement with General Electric Corporation which the Parties hereby agree will not materially interfere with the performance of the Executives duties hereunder; and (iii) Executive shall not use any confidential information or trade secrets of any person or party other than the Company and its subsidiaries in connection with the performance of his duties hereunder. The Company represents and warrants that it is fully authorized and empowered to enter into this Agreement, that the Agreement has been duly authorized by all necessary corporate action, and that the performance of its obligations under this Agreement will not violate any agreement between it and any other person, firm or organization.

(b) Mitigation. The Executive shall have no duty to mitigate his damages by seeking other employment and, should the Executive actually receive compensation from any such other employment, the payments required hereunder shall not be reduced or offset by any other compensation except as specifically provided herein.

(c) Waiver. No provision of this Agreement may be modified, waived or discharged unless such waiver, modification or discharge is agreed to in a writing signed by the Executive and an officer of the Company (other than the Executive) duly authorized by the Board to execute such amendment, waiver or discharge. No waiver by either Party at any time of any breach of the other Party of, or compliance with, any condition or provision of this Agreement to be performed by such other Party shall be deemed a waiver of similar or dissimilar provisions or conditions at the same or at any prior or subsequent time.

(d)

Compliance with Section 409A and Section 457A of the Code.

(i) This Agreement and the benefits provided hereunder are intended to comply with Section 409A of the Code and the Treasury Regulations and other guidance

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promulgated thereunder and Section 457A of the Code and the Treasury Regulations and other guidance promulgated thereunder, and the provisions of this Agreement shall be interpreted and construed to be consistent with this intent.

(ii) Notwithstanding any provision to the contrary in this Agreement, no payments or benefits to which the Executive becomes entitled under this Agreement shall be made or paid to the Executive prior to the earlier of (i) the expiration of the six (6)-month period measured from the date of his separation from service with the Company (as such term is defined in Section 409A-1(h) of the 409A Regulations) or (ii) the date of the Executives death, if the Executive is deemed at the time of such separation from service a key employee within the meaning of that term under Code Section 416(i) and the Companys stock is publicly traded on an established securities market and such delayed commencement is otherwise required in order to avoid a prohibited distribution under Code Section 409A(a)(2). Upon the expiration of the applicable Code Section 409A(a)(2) deferral period, all payments deferred pursuant to this subsection 10(d) shall be paid in a lump sum to the Executive, and any remaining payments due under this Agreement shall be paid in accordance with the normal payment dates specified for them herein. The Executive shall be entitled to interest on any deferred benefits and payments during the deferral period, with such interest to accrue at the prime rate in effect from time to time during that period and to be paid in a lump sum on the first business day following the end of the deferral period. The key employees subject to such a delayed commencement date shall be identified on December 31 of each calendar year. If the Executive is so identified on any such

December 31, he shall have key employee status for the twelve (12)-month period beginning on April 1 of the following calendar year.

(iii) All reimbursements under Sections 6 and 7(a) shall be made promptly following the submission of a reimbursement request by the Executive and no later than the end of the Executives taxable year (the Executive Tax Year) following the Executive Tax Year in which the expense is incurred. The amount of expenses eligible for reimbursement under Sections 6 and 7(a) and in-kind benefits payable under Section 7(a) during an Executive Tax Year shall not affect the expenses eligible for reimbursement or in-kind benefits payable in another Executive Tax Year. No right to reimbursement or payment of in-kind benefits under Sections 6 and 7(a) shall be subject to liquidation or exchange for any other payment or benefit.

(iv) Section 409A:

If and to the extent required by Code Section 457A, and subject to Code

(A) Any compensation which is attributable to services performed after December 31, 2008, as adjusted for any earnings and losses attributable thereto, shall be paid to the Executive no later than the last day of the twelfth month after the end of the taxable year of the Company during which the right to the payment of such compensation is no longer subject to a substantial risk of forfeiture within the meaning of Code Section 457A.

(B) In the case of any compensation which is attributable to services performed before January 1, 2009, to the extent such compensation is not includible in the Executives gross income in a taxable year beginning before 2018, such deferred amount, as adjusted for any earnings and losses attributable thereto, shall be paid to the Executive in the later of (1) the last taxable year beginning before 2018, or (2) the taxable year in which there is

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no substantial risk of forfeiture of the Executives rights to such compensation, within the meaning of Code Section 457A.

(e) Successors and Assigns. This Agreement shall be binding on and inure to the benefit of the successors and assigns of the Company.

(f) Notice. For the purpose of this Agreement, notices and all other communications provided for in this Agreement shall be in writing and shall be deemed to have been duly given if delivered personally, if delivered by overnight courier service, if sent by facsimile transmission or if mailed by registered mail, return receipt requested, postage prepaid, addressed to the respective addresses or sent via facsimile to the respective facsimile numbers, as the case may be, as set forth below, or to such other address as either party may have furnished to the other in writing in accordance herewith, except that notice of change of address shall be effective only upon receipt; provided, however, that (i) notices sent by personal delivery or overnight courier shall be deemed given when delivered; (ii) notices sent by facsimile transmission shall be deemed given upon the senders receipt of confirmation of complete transmission; and (iii) notices sent by registered mail shall be deemed given two days after the date of deposit in the mail.

If to the Executive, to such address as shall most currently appear on the records of the Company.

If to the Company, to:

Genpact Limited Canons Court 22 Victoria Street Hamilton HM EX Bermuda

With a copy to

Genpact LLC 105 Madison Avenue Second Floor New York, NY 10016 Attention: Legal Department

(g) GOVERNING LAW; CONSENT TO JURISDICTION. THIS AGREEMENT SHALL BE GOVERNED BY AND CONSTRUED IN ACCORDANCE WITH THE LAWS OF THE STATE OF NEW YORK APPLICABLE TO

AGREEMENTS MADE AND TO BE WHOLLY PERFORMED WITHIN THAT STATE, WITHOUT REGARD TO THE CONFLICT OF LAWS PROVISIONS OF ANY JURISDICTION WHICH WOULD CAUSE THE APPLICATION OF ANY LAW OTHER THAN THAT OF THE STATE OF NEW YORK. ANY ACTION TO ENFORCE THIS AGREEMENT AND/OR THE EXHIBITS HERETO (OTHER THAN AN ACTION WHICH MUST BE BROUGHT BY ARBITRATION PURSUANT TO SECTION 10(i)) MUST BE BROUGHT IN, AND THE PARTIES HEREBY CONSENT TO THE JURISDICTION OF, A COURT SITUATED IN NEW YORK COUNTY,

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NEW YORK. EACH PARTY HEREBY WAIVES THE RIGHTS TO CLAIM THAT ANY SUCH COURT IS AN INCONVENIENT FORUM FOR THE RESOLUTION OF ANY SUCH ACTION.

(h) JURY TRIAL WAIVER. THE PARTIES EXPRESSLY AND KNOWINGLY WAIVE ANY RIGHT TO A JURY TRIAL IN THE EVENT ANY ACTION ARISING UNDER OR IN CONNECTION WITH THIS AGREEMENT OR EXECUTIVES EMPLOYMENT WITH THE COMPANY IS LITIGATED OR HEARD IN ANY COURT.

(i) Arbitration. Any dispute, controversy or other claim, other than disputes, controversies or claims relating to Section 9 (which disputes, controversies or claims shall be litigated in court in accordance with the provisions of Sections 9(f) and 10(g) hereof), arising out of or relating to (i) this Agreement or (ii) the Executives employment with the Company shall be resolved by binding confidential arbitration before a single arbitrator, to be held in New York City, New York in accordance with the Commercial Arbitration Rules of the American Arbitration Association. Judgment upon the award rendered by the arbitrator may be entered in any court having jurisdiction thereof.

(j) Assignment. The Executive may not assign his rights or interests under this Agreement. This Agreement may not be assigned by the Company other than to an entity (i) which, directly or indirectly, controls, is controlled by or is under common control with the Company, or which is a successor in interest to substantially all of the business operations of the Company, and (ii) which assumes in writing or by operation of law, at the time of the assignment, the Companys obligation to perform this Agreement.

(k) Severability of Invalid or Unenforceable Provisions. The invalidity or unenforceability of any provision or provisions of this Agreement shall not affect the validity or enforceability of any other provision of this Agreement, which shall remain in full force and effect.

(l) Entire Agreement. This Agreement sets forth the entire agreement of the Parties in respect of the subject matter contained herein and supersedes all prior agreements, promises, covenants, arrangements, communications, representations or warranties, whether oral or written, including, the Prior Employment Agreement, in respect of the subject matter contained herein.

(m) Withholding Taxes. The Company shall be entitled to withhold from any payment due to the Executive hereunder any amounts required to be withheld by applicable tax laws or regulations.

(n) Counterparts. This Agreement may be executed in one or more counterparts, each of which shall be deemed to be an original but all of which together will constitute one and the same instrument.

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IN WITNESS WHEREOF, the Parties have executed this Employment Agreement as of the date first above written.

GENPACT LIMITED

By: /s/ Heather White Name: Heather White Title: Vice President

EXECUTIVE

By: /s/ Pramod Bhasin

Pramod Bhasin

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EXHIBIT A

GENERAL RELEASE AND COVENANT NOT TO SUE

TO ALL WHOM THESE PRESENTS SHALL COME OR MAY CONCERN, KNOW that:

Pramod Bhasin (Executive), on Executives own behalf and on behalf of Executives descendants, dependents, heirs, executors and administrators and permitted assigns, past and present, in consideration for the amounts payable and benefits to be provided to Executive under that Amended and Restated Employment Agreement dated as of June 16, 2011 (the Employment Agreement) by and among Executive and Genpact Limited, a Bermuda limited exempted company (the Company) does hereby covenant not to sue or pursue any litigation against, and waives, releases and discharges the Company and any of its assigns, affiliates, subsidiaries, parents, predecessors and successors, and the past and present shareholders, employees, officers, directors, representatives and agents of any of them (collectively, the Company Group), from any and all claims, demands, rights, judgments, defenses, actions, charges or causes of action whatsoever, of any and every kind and description, whether known or unknown, accrued or not accrued, that Executive ever had, now has or shall or may have or assert as of the date of this Release and Covenant Not to Sue against the Company Group relating to his employment with the Company or the termination thereof or his service as an officer or director of any subsidiary or affiliate of the Company or the termination of such service, including, without limiting the generality of the foregoing, any claims, demands, rights, judgments, defenses, actions, charges or causes of action related to employment or termination of employment or that arise out of or relate in any way to the Age Discrimination in Employment Act of 1967 (ADEA, a law that prohibits discrimination on the basis of age), the National Labor Relations Act, the Civil Rights Act of 1991, the Americans With Disabilities Act of 1990, Title VII of the Civil Rights Act of 1964, the Employee Retirement Income Security Act of 1974 (ERISA), and the Family and Medical Leave Act, all as amended, and other Federal, state and local laws relating to discrimination on the basis of age, sex or other protected class, all claims under Federal, state or local laws for express or implied breach of contract, wrongful discharge, defamation, intentional infliction of emotional distress, and any related claims for attorneys fees and costs; provided, however, that nothing herein shall release the Company from any of its obligations to Executive under the Employment Agreement (including, without limitation, its obligation to pay the amounts and provide the benefits upon which this Release and Covenant Not to Sue is conditioned) or any rights Executive may have to indemnification under any charter or by-laws (or similar documents) of any member of

the Company Group or any insurance coverage under any directors and officers insurance or similar policies or any benefits vested and accrued as of the date hereof which the Executive has under any ERISA benefit plan.

The Company Group does hereby covenant not to sue or pursue any litigation against, and waives, releases and discharges Executive and Executives descendants, dependents, heirs, executors and administrators and assigns, past and present (collectively, the Executive Group), from any and all claims, demands, rights, judgments, defenses, actions, charges or causes of action whatsoever, of any and every kind and description, whether known or unknown, accrued or not accrued, that the Company Group ever had, now have or shall or may have or assert as of the date of this Release and Covenant Not to Sue against any member of the

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Executive Group relating to his employment with the Company or the termination thereof or his service as an officer or director of any subsidiary or affiliate of the Company or the termination of such service (collectively, Claims); provided, however, that (i) nothing herein shall release Executive from any of Executives obligations and covenants under Sections 9 or 10 of the Employment Agreement, and (ii) nothing herein shall release the Executive Group from any Claims (A) which are based upon any acts or omissions of Executive that involve fraud or (B) which were not known to the non-employee members of the Companys board of directors on the date hereof.

The parties hereto agree that this Release and Covenant Not to Sue may be pleaded as a full defense to any action, suit or other proceeding covered by the terms hereof that is or may be initiated, prosecuted or maintained by any such party or his or its heirs or assigns. Executive understands and confirms that Executive is executing this Release and Covenant Not to Sue voluntarily and knowingly, but that this Release and Covenant Not to Sue does not affect Executives right to claim otherwise under ADEA. In addition, Executive shall not be precluded by this Release and Covenant Not to Sue from filing a charge with any relevant Federal, state or local administrative agency, but Executive agrees to waive Executives rights with respect to any monetary or other financial relief arising from any such administrative proceeding.

In furtherance of, and solely to the extent provided by, the agreements set forth above, the parties hereby expressly waive and relinquish any and all rights under any applicable statute, doctrine or principle of law restricting the right of any person to release claims that such person does not know or suspect to exist at the time of executing a release, which claims, if known, may have materially affected such persons decision to give such a release. In connection with such waiver and relinquishment, the parties acknowledge that they are aware that they may hereafter discover claims presently unknown or unsuspected, or facts in addition to or different from those that they now know or believe to be true, with respect to the matters

released herein. Nevertheless, it is the intention of the parties to fully, finally and forever release all such matters, and all claims relating thereto, that now exist, may exist or theretofore have existed, as specifically provided herein. The parties hereto acknowledge and agree that this waiver shall be an essential and material term of the releases contained above. Nothing in this paragraph is intended to expand the scope of the releases as specified herein.

This Release and Covenant Not to Sue shall be governed by and construed in accordance with the laws of the State of New York.

To the extent that Executive is forty (40) years of age or older, this paragraph shall apply. Executive acknowledges that Executive has been offered a period of time of at least twenty-one (21) days to consider whether to sign this Release and Covenant Not to Sue and the Company agrees that Executive may cancel this Release and Covenant Not to Sue at any time during the seven (7) days following the date on which this Release and Covenant Not to Sue has been signed by all parties to this Release and Covenant Not to Sue. In order to cancel or revoke this Release and Covenant Not to Sue, Executive must deliver to the General Counsel of the Company written notice stating that Executive is canceling or revoking this Release and Covenant Not to Sue. If this Release and Covenant Not to Sue is timely cancelled or revoked, none of the provisions of this Release and Covenant Not to Sue shall be effective or enforceable by any party and the Company shall not be obligated to make the payments to Executive or to

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provide Executive with the other benefits described in the Employment Agreement and all contracts and provisions modified, relinquished or rescinded hereunder shall be reinstated to the extent in effect immediately prior hereto.

Executive hereby agrees not to defame or disparage any member of the Company Group or any executive, manager, director, or officer of any member of the Company Group in any medium to any person without limitation in time. The Company hereby agrees that its board of directors, the members of the Company Group and the executives, managers and officers of the members of the Company Group shall not defame or disparage Executive in any medium to any person without limitation in time. Notwithstanding this provision, either party may confer in confidence with his or its legal representatives and make truthful statements as required by law.

The parties acknowledge and agree that they have entered into this Release and Covenant Not to Sue knowingly and willingly and have had ample opportunity to consider the terms and provisions of this Release and Covenant Not to Sue.

IN WITNESS WHEREOF, the parties hereto have caused this General Release and Covenant Not to Sue to be executed on this [__________] day of [________], [____].

GENPACT LIMITED

____________________ By: Its:

EXECUTIVE

____________________ Pramod Bhasin

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EXHIBIT B

Competitor List

Accenture Ltd. Cognizant Technology Solutions Corporation HCL Technologies Limited International Business Machines Corporation Wipro Limited

Read more: http://www.faqs.org/sec-filings/110617/Genpact-LTD_8K/exhibit10_2.htm#ixzz1hHWOKiEy