Indian IT-BPO Industry: Building Future

Ready Organizations
Chennai, 28-29 July 2010
Key Topics

• Past Decade – Significant Impact

• HR’s four levers to build “Future Ready” Organizations

• Sustained Investment in Training

• Opportunities for Career Growth

• Managing People Challenges effectively

• Ensuring Cost Competitiveness

• NASSCOM Initiatives
6X increase in direct employment;3X
increase in the share of organized private sector

~6x

2 ,3 0 0 2,5 00

430
irectm
ploys('0) D

FY 01 FY 10 FY 11P

45%oftotal incremental urbanemploymentin thelastdecade

By 2020 - Direct employment of 10 million; Indirect

employment of 20 million
Employment opportunities for diverse
sections of the society
 ~58% of the IT-BPO workforce is from tier
Employment • Young demographics
beyond 2/3 cities
Urban areas  ~ 56% employees are chief bread earners
• Changing aspirations of
India’s youth
 ~37% women employees in FY09; account for
Bridging the 45% of fresher intake
gender divide  ~26% of the female employees are chief wage • Created high paying jobs
earners
• Setting new standards of
 Industry average age-27 work environment
Empowering the
youth

Livelihood for  ~5% of the IT-BPO workforce from

Economically economically backward sections By 2020
backward 5 mn women
employees
 ~60% of companies provide employment to
Employing the
differently abled people
Differently abled

*NASSCOM Evalueserve survey findings, 7500 participants pan India

Leading transformation in Tier 1 cities;
extending impact to Tier 2/3 locations

TIER1 TIER2/3
• Direct employment - 1.9 million • Direct employment- 1.7 lakh
• Indirect employment - 7.3 million • Direct dependents supported- 4X

• ~ 2X growth in FY05-09 in engineering • 1.7X growth in FY05-09 in

engineering colleges and
colleges and technical graduates
technical graduates
– 58% of the total engineering
colleges
–Number of engineering
colleges- 985
– 62% of the total intake of
technical graduates
–Number of technical
graduates - 508,000
• Skill Development trainings
in tier 2/3 locations

By 2020: 4.1 mn incremental direct jobs in tier 1 locations; 3.8 mn

incremental direct jobs in tier 2/3 locations
Building a global workforce
IT-BPO Exports revenue by Geography, FY2010
(nos) 2007 2008 2009
Countries of Operations ~48 ~52 ~60

Operating Centers 340 ~400 ~460

Finland
Germany
Hungary
Netherlands
Romania
Sweden
Canada Poland Russia
UK & Ireland
France
USA Spain
Italy China Japan
Morocco
Egypt
S. Arabia India Taiwan
Mexico
Guatemala Philippines

Sri Lanka
Tanzania
Brazil

Australia
Argentina
South Africa New Zealand

2.2 million employees;~60 countries

35+ Languages; 5% Foreign Nationals
* Illustrative list of countries represented above
NASSCOM TOP 20 IT-BPO
EMPLOYERS in INDIA FY09-10
Rank Company Rank Company
1. Tata Consultancy Services
11. Capgemini Consulting India Pvt Ltd.
2. Infosys Technologies Ltd
3. Wipro Ltd 12. WNS Global Services (P) Ltd*

4. Cognizant Technology Solutions 13. Firstsource Solutions Ltd*

India Pvt Ltd 14. CSC India Pvt Ltd
5. HCL Technologies Ltd 15. 3i Infotech Ltd
6. Genpact Limited 16. Hinduja Global Solutions Ltd*
7. MphasiS Ltd
17. L&T Infotech
8. Intelenet Global Services Ltd*
18. Patni Computer Systems Ltd
9. Tech Mahindra Ltd
19. Exl Service.com (India) Pvt Ltd*

10. Aegis Ltd

20. Aditya Birla Minacs Worldwide Ltd*

Note:
•ThislistisbasedontheIndia-basedFTEheadcountoffirmswithIT-BPOoperationsinIndia,asreportedtoNASSCOMinitsannual survey.
7
•Basedonpubliclyavailableinformation, fewother MNC's suchas Accenture, Convergys, HPIndiaandIBMwouldhavealsofeaturedinthis list. However, as theyhavenot
Industry in the process of building
high energy workforce focused on future aspirations
Past decade
• Largely domestic workforce
• Indian policies and processes
• Tier I delivery focus in India
• Delivery-centric management with
limited career focus
• “Generalist”• Tier
skill 1set
focus in India
• Talent pool focused on delivery
Future Decade
• Multicultural workforce, 15-20% foreign
origin
• Global policies and processes
• Tier 2/3 and rural opportunities
• Multiple, specialized domain expertise
• Domain-specific business
• Tier II and rural knowledge
opportunities
• Talent pool with value add capability
through innovation, analytics, ER&D
Key Topics

• Past Decade – Employment Facts and Impact

• HR’s four levers to build “Future Ready” Organizations

• Sustained Investment in Training

• Opportunities for Career Growth

• Managing People Challenges effectively

• Ensuring Cost Competitiveness

• NASSCOM Initiatives
Industry supplementing the
Education system
Break-up of Human Capital Management costs

 Spend of USD 1.4 Billion

on training activities in
FY09
 5% of total annual
employee time spent on
trainingAverage training
period for new employees
– 14-16 weeks
 Average training period for
existing employees – 2
weeks
 45% of training spend on
new employees- USD 630
Million
 Average amount spend on
training new employees
=USD 4350- 40% of cost of
an average engineering
course
*Other Costs include training for existing employees, employee welfare, salaries for training
staff, training material costs
Emerging as a “Skill Factory” –
Introducing/upgrading new skills

Language,
Employment Process and
Industry Process, S&M Future
Generation - Vertical
Ready skills, Ready
Urban and specialists
Research &
Rural
Analytics

IT Services BPO ER&D

 Domain skills across sectors:
BFSI, Healthcare, Retail,
Telecom, etc.
 Cross-platform skills: SAP,
Oracle, Java
 Technical skills: Mainframe,
Dot net, J2EE, Open Systems,
etc
 Domain skills across sectors:
BFSI, Healthcare, Retail,
Telecom, Consulting (IFRS),
etc.
 Customer facing skills: Client
interaction, sales & marketing,
customer service, voice/accent
training, etc
 Domain skills across sectors:
Aerospace, Automobiles,
Energy, Telecom, etc
 Services: Plant engineering,
Sustainability/Green, Energy,
Infrastructure engineering, etc
Industry investing in vibrant career
growth; retooling employee skill sets
DEFINED GLOBAL  Cross cultural integration
 Career Architecture maps
CAREER PATH EXPOSURE and Best practice sharing
 Internal job rotations
 Joint training programs
 Continuous improvement
 Cross polarization of project
projects
teams
 Best practice sharing
 Global compliance group for
global integration

MULTI SKILLING  Competency Frameworks BUILDING  Strong domain leadership

LEADERSHIP programs to understand
 Expertise across end to end
POOLS core business functions
industry value chains through
job rotations • Ops, Finance, IT, HR,
Commercial Leadership
 Funding/reimbursement of
further education; certification  Rigorous career and
programs succession planning
process
 Cross skilling/multi-skilling/up-
skilling across technology /  Global Leadership Cadre
platforms / services program; shadow boarding;
accelerated career path
program
Industry taking significant measures
to manage challenges effectively
• Monetary benefits: Retention bonus, rewarding meritocracy, ESOP’s
High Attrition
levels • Non-monetary benefits: Continuous skill development; innovation culture; accelerated
growth track, job rotation

• Pre hire orientation, Buddy program, Rigorous One-on-One, Family Connect

Employee program, Townhall, Attrition tracker
retention  Significant employee engagement - Rewards & Recognition, effective communication
(company newsletters, social media, internal blogs), CSR

• Industry consistently features high in work/employee satisfaction surveys

Attracting
right talent

Leadership • Build/expand capacity to lead cross-functional initiatives and projects

pipeline;
trained middle • Succession planning process
management
HR pivotal in maintaining Industry’s
cost competitiveness
Annual Incremental engineering fresher addition, ‘000, FY01-09
• Hiring Fresher's

ITfresheraddition • Average Fresher

168
to lateral ratio –
156

106
70:30

45 45
73 • Just-in-time hiring
28 30 34

• Build vs Buy
FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09

IT fresher addition • Hiring from Tier 2/3

cities
• Alternative talent
pools – increasing
• Cumulative fresher addition (FY01-09)
ratio of non-
 IT- 684,000
engineers
Industry Best Practices

• Insist on Relieving Letters

• Ethical Hiring
• Campus Hiring in 8th semester
• Support reference checks and mandate background checks
• Check on non-compete agreements from customer contracts
• Service Notice Period with previous employer
• Discourage frequent job-hoppers (less than 6 months)
• Partnership with Executive Recruiters Association to follow similar practices.
Thank You