Strike or Yield Case Study

Team Kit & Caboodle

Apoorva Singh Nimisha Milind

Setting the Context

Strategic short sightedness Inability to meet clients expectations Response time to the ever changing Business Environment was painfully slow Winning Clients besides MDX Requests from employees are not discussed Losing quality talent to the competition Lack of proper communication delays decision making Line Managers, Recruitment and Training Team working in silos

Becoming Customer Centric

Developing a CustomerCentricity Model Incorporate this as a part of Employee training ( new hires as well as existing employees) Making this a part of several communication activities with the employees

IES head and HR head leave ABIT since they were opposed to the restructuring during the acquisition of MDX Unclear understanding with respect to taking up responsibility post M & As
Setting up the new GTX team Recruiting and on-boarding new technical resources Rolling out policies and processes Existing employees are unaware of processes and systems Existing employees of ABIT unwilling to work in this unit

Employee Satisfaction
Introducing a 3S Model (Survey for Employee Satisfaction, Stay Interviews & Sessions with the Leadership) Manage Mergers & Acquisition better

Solving the GTX problem

Leadership Formulation of new policies Communication and Integration
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Retain and Strengthen ties with existing customers

Approach followed Competitors looked at Customer Centricity Model
Design the Experience Empower front line

Looking at Industry Trends

Analyzing what competitors are doing

Understanding the Customer

Engage the Back office

Customer Focused Leadership

Customer Centricity

Feedback

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

Will provide solutions to:

Strategic Short sightedness Lengthy Decision making process Acting quickly and respond better to Customer Feedback

Proactively seek new customers

Looking at industry trends, the following industries are intending to increase investments in outsourcing in the next three years:
Entertainment, Media and Publishing: Software and Hi-tech BFSI Insurance Sector Pharma Industry

Communicating the Model

Existing Employees Utilizing the portal, email, and
existing open house summits Web cast by the Leadership

The model to be explained New exhaustively during the induction Employees phase of the initial training

1. 2.

Mary C. Lacity University of Missouri-St Louis, St Louis, Missouri, USA, Leslie P. Willcocks Information Systems and Innovation Group, London School of Economics, London, UK, and Joseph W. Rottman University of Missouri-St Louis, St Louis, Missouri, USA Global outsourcing of back office services: lessons, trends, and enduring challenges , p. 22 (Emerald Group Publishing Ltd.) 3 Svensson, 2006

Employee Satisfaction and Retention: The 3 S Model

Stay Interviews

Survey for Employee Satisfaction

To identify the areas/issues affecting employee satisfaction and retention Since these are anonymous, employees are more willing to share honest responses Subsequently, this will also help us evaluate if the action taken by the management to resolve the issues raised is having the desired effect

3S Model

Stay Interviews
A Conversation between an employee and their manager to evaluate the different satisfiers/dissatisfiers affecting the employees intent to stay Intention is to confirm areas of satisfaction & surfacing areas of dissatisfaction first to understand and then ultimately resolve To be conducted for employees who are prone to attrition as well as critical for the organization Will involve conversations between Line Manager and the employee in the presence of an HR representative This will act as a direct measure to resolve issues leading to attrition in the organization

Sessions with the Leadership

Every month, 3 lunch sessions hosted by 3 different Leaders Invite 5 to 6 employees on voluntary basis for each session, supplemented by manager nomination Each month targets at one/two employee groups so we know whether there are common themes from the groups we need to address
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Benefits from 3 S
Help cull Employee dissatisfaction Employees will be more connected to the Business Will provide channels to employees to express discontent and promote inclusivity Employees will get a medium to discuss their concerns with their Line Managers, HR as well as the Leadership Relevant action and follow up to be taken on the basis of issues identified by this (3 S) model Will allow all employees to connect with the Leadership and give their feedback on business and people efforts, and thus feel more valued/respected, which will enable a higher impact on overall business/people strategy Also allow the Leadership to explain the company strategy/ direction/ priorities and their management philosophy to the frontline employees and get to know their points of view Better Employee- Leadership connect will ensure employees alignment with the organizations focus on Customer Centricity Such channels will allow decision making process to speed up leading to faster response time

A more productive work force

Follow - up
Sessions with the Leadership
To make sure that the feedback is properly taken care of and employees feel that their opinions are valued and are worked on Assign one Leader member as the owner for each months sessions The owner is responsible to analyze the feedback from that month, identify owner for each issue and propose actions; owner will also responsible to share the feedback collected and efforts taken/to be taken to all the sessions attendees for that month via email All employees will be briefed on what has been heard and what actions have been taken/to be taken on a quarterly basis during the existing open house meetings

Stay Interviews
To be conducted during the year end Performance Review and hence integrated with the Performance Review process

Survey for Employee Satisfaction

Conduct the Employee Satisfaction Survey as a biennial exercise Expand the scope to include other SBUs of ABIT as well

Solving Existing Issues

Grievance handling
Developing a tool for managing employee Grievances

Concerns regarding benefits

Providing cafeteria & transport facilities as part of the employee benefits

Communication
Efficient utilization of portals, emails and voice messages 5

Manage Mergers and Acquisitions smoothly

Why? Case Facts ABIT Infosystems has bought in the idea of achieving growth through M & As Industry IBM acquires Kennexa a Talent Management Solutions firm for U.S. $1.3 Bn (forbes.com , 2013) TCS acquires French ALTI enterprise solutions provider for Rs. 530 crore (Indian Express, July 2013) Infosys, announced the acquisition of Zurich-based Lodestone Holding AG, a leading management consultancy firm, for Rs.1,925 crore (The Hindu, Sept 2012) Cause for concern in ABIT As per employees, mergers have been mismanaged Critical employees have left the organization Major issues: Un clear understanding, prolonging existing problems rather than proactively solving them

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

Points to be borne in mind for any future change management

Building a framework for Effective Change Management Gaining Employee Buy in Effective Communication Sustained Momentum

A new framework for Training

Specific Training needs to be identified during recruitment and reported to Training team

Induction (for new joinees)

Training Delivery

On the job

Evaluation and Client & Line Mgr Feedback

Line Mgr & Training Mgr to devise the training plan

Training team to collect Feedback from the trainees

Advantages: The issue of disconnect between the Training team, Line Managers and Recruitment team will get addressed Incorporating client feedback into the framework ensures that the employees will remain Customer 6 centric

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

Tackling the problem with GTX

Leadership & Task Force for new policies
Vinay to spearhead the formulation of new policies for the unit To be supported by a team of HR personnel from within the organisation, preferably MDX. Formulation of a special task force dedicated to setting up of new policies headed by Vinay and VP of the unit, and comprising of senior employees from HR as well as the delivery team.

Communication & Integration of new policies Recruitment

A detailed communication plan to describe the new policies to the employees. Will concentrate on every grade separately. Each step of the communication plan to have several members from the HR team as well as the delivery team as owners responsible for the execution. The communication plan to be supplemented by detailed policy manuals and employee handbooks describing all policies and related processes

Leadership and New Policies

Communicati on of new policies

Recruitment - Expertise required in the fields of Manufacturing and IT

External Recruitment

Internal Recruitment

What is in it for the employee?

Reassignment from MDX Internally reassigned employees to be given a Z Career transition, For grades A-C: Fresh engineers and MCAs to be hired and trained on the For Managerial positions, Employees i.e., a lateral movement to GTX followed by a fast track vertical relevant technologies. from grade F and above from MDX promotion, followed by another lateral movement. Will help increase For Grades D&E, people with extensive to be reassigned to GTX. their internal mobility and capability. knowledge of manufacturing to be All employees to receive an additional annual bonus based on hired and trained on relevant IT a) Financial Performance of the unit technologies. b) Customer feedback received across the unit
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