TRAINING AND DEVELOPMENT AT

BPOLAND
GROUP 5
MARGESH PATEL 216
KAJAL PATIL 192
NAVNEET SINGH 207
VISHNU 244
SWADHEEN JAIN 241
SUSHMITA 240
SHRAY YADAV 236
ANUP SHARMA 233

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CASE SUMMARY
• BPOLAND, ESTD. IN 1990 HAS ITS CORPORATE OFFICE IN GURUGRAM,
INDIA
• OWNED BY THREE US- BASED MULTINATIONAL COMPANIES (MNCS)
• IN 2006, EXTENDED OPERATIONS FROM INDIA TO SEVEN OTHER
COUNTRIES
• HAVE 24 PROCESS DELIVERY CENTERS WORLDWIDE WITH POOL OF
ENGINEERS
• ACQUIRED PARENT FIRM HERITAGE OF LEAN PRODUCTION AND QMS
• STAFF GREW FROM 350 IN 1997 TO 26,000 IN 2006 GLOBALLY
• TO PROVIDE DIVERSE SKILL NEEDS, L&D ESTD. BPOLAND UNIVERSITY
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Sandy’s task and Strategies

Integrate his learnings

with learnings of
Operation Teams
Felt the need for new
capabilities for :
Business • Core Operations
development • Business Development
• People Management

Listen to Business Need to understand

leaders to enable SS the customer and
and economic drivers

Understand the
dynamics of work and
team interactions 3
 BPOLAND

Corporate Office in Gurgaon 24 Process

delivery
Centers
Owned by US MNCs
Engineers
able to
350 Employees communicate
in 1997 In 28
languages
Acquired by
two US MNCs
Started as an
26000 staff Globally
Offshore for
large and
diversified US
based
multinational
company
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 BPOLAND offerings and Clients

Sales and Marketing Banking and

finance

Analytics Professional
services
Insurance, retail

Supply chain and after-market services

Financial services,
Media and
Manufacturing
Core operations and Collections,
entertainment

Finance and Accounting,

Information Technology Pharmaceuticals Transportation

Enterprise Application Services

Automotive

Program management.

5
 Organisation Structure

Tranistioned 1000
Organisation
Business processes
Structure
60 Differebt
businesses
Domains Verticals
( Service area) (Industry Sectors)
Move from captive to
non-captive

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 Transition methodology

Understand clients’ existing processes

Collecting
Solution identification Make flowcharts information based
on business needs
Developed metrics

Work transition set up

Knowledge transfer
Cost and
Pilot operations Frame
mitigation
solutions
analysis
Service delivery

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SERVICES OFFERING
• SERVICE OFFERED IN - SALES AND MARKETING ANALYTICS, SUPPLY CHAIN AND AFTER-
MARKET SERVICES, FINANCIAL SERVICES, CORE OPERATIONS AND COLLECTIONS, FINANCE
AND ACCOUNTING, INFORMATION TECHNOLOGY SERVICES, ENTERPRISE APPLICATION
SERVICES, AND PROGRAM MANAGEMENT
• SECTORS SERVING TO-BANKING AND FINANCE, INSURANCE, RETAIL, MANUFACTURING,
TRANSPORTATION, AUTOMOTIVE, PHARMACEUTICALS, MEDIA AND ENTERTAINMENT, AND
PROFESSIONAL SERVICES

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ORGANIZATION STRUCTURE & WORKFLOW
Organizational Structure
•Five level employee hierarchy
•Level five is the entry level band
•97% employees are either band 4 and 5
•Employees could move within and
between various service groups
Work Structure Flow
•Understand existing process of client
•Identification of solution
•Work transition set up and knowledge
transfer
•Pilot operations and service delivery
•Solution transition phase
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OTHER ASPECTS

Insurance and content solution

Learning and Development
services

•Insurance and content solution

•More than 1.5 million people hours
service lines accounted for bulk of its
invested every year (~5% of payroll)
revenue and employment
•Training had Education at work
•Insurance service line provided
programmes, Executive development,
business processes outsourcing for
Communication skills etc
insurance products, such as life,
•Training leaders representing every
medical, home and content, industrial,
service group assisted the central L&D
and commercial risks insurances
team

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MAJOR ACTORS
Mr Shantanu Mr Shiva Mrs Pushpa Mr Twinkle Mr Monty
Mr Prem Vohra
Kumar Kumar Sharma Singh Sabharwal
• CEO and • Associate • Vice- • Associate • Vice- • Blackbelt-
President Vice- President- Vice- President(- training
BPOLAND President and Insurance President Quality and • Functioning
HR team • Functioning (content SS) and SS in Process
members in Voice and solutions) Black Belts improvement
• Functioning non-voice • Functioning from • Four years in
in Technical back-office in Creative insurance BPOLAND
and process account design and and content
• Lean SS and
training delivery development solutions
L&D
• Eight years in • Four years in • Five years in groups
BPOLAND BPOLAND BPOLAND • Functioning
• HR and L&D • Insurance • E-training and in Process
services distance excellence
learning • Six years in
BPOLAND
• Lean, SS and
other quality
frameworks

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CHALLENGES IN TRAINING
Workplace changes

• Excessively lengthy writing procedures used in Captive environment

were required to be changed in Third-party environment
• Other issues related to nature and extent of training

Employee turnover

• Due to issues like 15-20% Night Shifts per month, stagnant career
progression, nature of work, opportunities in growing market and peer
pressure for band 4 and band 5 employees

Temporal and Geographical service dimensions

• High frequency of training due to high employee turnover and process

changes requested by the clients
• Highly diverse training for Indians due to increased process lifecycle
and cultural, language and accent requirement as per nationalities of
the clients 12
OPTIONS AND RECOMMENDATIONS
Reduction in frequency of training

• Charging higher fees from clients if the changes made in the training program
crosses a certain threshold
• This step will lead to decrease in employee turnover

Recruitment of highly skilled labours

• Strategies should be made to increase band 5 CTCs for getting new and highly
skilled recruits from good educational institutes
• This step will lead to reduction in training program costs

Introduction of more hierarchy levels

• More levels of hierarchy should be introduced in the organization

• This change will lead to higher frequency of promotions for the band 4 & 5
employees that will in turn result in higher satisfaction level in employees
13
THANK YOU

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