“We should keep these two lines in mind -- the mental strength that the organisation has, which is its manpower, and also where the BPO industry is moving towards," says Subramanya C, Global CTO – Hinduja Global Solutions
Bangalore: The Business Process Outsourcing (BPO) industry over the years has evolved, transformed and shifted from volumes to value-based transactions.
And prominent BPO companies like Hinduja Global Solutions (HGS) operating in the BPO space for the past decades have also evolved with time to keep pace with the technological changes that are impacting business models and shaping up diverse industries.
Well, some of those changes related to business models and industries are visible externally; but the inner transformation that BPO organisations go through is very subtle yet remarkable to an extent.
“If you look at HGS as a company, it has evolved itself right from an IT company to be an IT and ITeS company today. HGS typically started off with a small workforce that had more businesses being delivered out of India,” says Subramanya C, Global CTO – HGS.
“Then we started moving towards acquisitions, and then consequently towards the offshore businesses where we extended to the Philippines, and then onshore, nearshore, and right shore businesses,” adds Subramanya.
The way Subramanya sums up may sound a bit simple, but actually it’s a massive scale transformation right from organisational growth with a large size of employees to expanding customer base across verticals.
And putting all these elements together would certainly require mammoth efforts along with a clear long-term vision to drive the organisation ahead. “We should keep these two lines in mind -- the mental strength that the organisation has, which is its manpower, and also where the BPO industry is moving towards,” comments Subramanya.
Given the nature of BPO industry that is highly people and skill driven, Subramanya puts people right at the top from organisation perspective -- “People are key to us.” And that includes all the aspects related to talent including recruiting, managing, retaining and growth.
“If you look at how we are really organising ourselves to manage people right from recruiting and managing the right talent, to retaining them and then growing this talent – these are all key for us. As an organisation we have grown significantly in this area,” he explains.
Along with this well-defined HR (human resource) policy, HGS is also leveraging technology-enabled internally build HR platform.
Unlike in the past, when the recruitment process was done manually through test centres and kiosks, today, HGS has transformed its entire recruitment process that matches global standards. It is relying on a recruitment management system built with the help of partners.
However, even for HGS, this scenario was no different to what most organisations face – the dilemma of whether to build or buy some off-the-shelf product. Interestingly, HGS went for a third option, which is gaining more popularity in today’s time and that is working with startups and leveraging their capabilities and tools.
“So we decided to encourage startup companies to work with us. Startups today have the best of the tools, and we worked with some of such companies,” informs Subramanya.
Since HGS has been in BPO space for years now, it was clear about the things that are required in terms of technology and tools its business needs. Henceforth, the company actually was in a better position to work and collaborate with startups that understand and enable its technology and tool requirements.
“We decided, okay, let’s choose a tool and collaborate with a startup and better the tool. Today, we can rightly say that we have developed that platform in collaboration with the partner, and it’s been developed not only for India, but we have also started deploying this globally,” states Subramanya.
Today, HGS recruits a huge number of people through that tool. It is helping the management in attracting talent in multiple ways like social media and publicity, etc., but also ensuring that there’s talent engagement from the first stage itself.
Also, it’s ensuring that there’s no data duplication of information mentioned in the CVs of candidates either when they are getting on-boarded or for statutory requirements. And all of that data is carried forward right from the time of data being uploaded on the portal to video interviews and even to written tests. Besides, there’s no data duplication, the data is vital in hiring different talent to match the customers in varied verticals.
“And basis the verticals we have chosen for our customers, we needed to hire people differently, because it’s not the same people that who we hire for a voice that can be employed for any other media of servicing to our customers,” explains Subramanya. For instance, he says that for responding to emails the skills set required are different than the skill sets need for testing mechanisms.
A recruitment team from HGS closely work with vendor partner companies have refined the recruitment process and also devised test partners using machine learning that helps in identifying the right talent. Then all of the captured data during the recruitment and selection processes gets integrated with the help of a mobile app, which enables generating employee ID for the company’s EPR system. This entire process is all done through a portal. This is how the company has transformed the recruitment and talent management processes.
Interestingly, HGS has successfully tested this model for its onshore hiring in India with a huge manpower and then it started deploying in offshore markets like the Philippines. Based on the customers’ business requirements, which are across verticals like telecom and healthcare, HGS revamps certain things including the seasonal hiring of people.
“This is one of the key transformations if you really look at. A huge amount of investment has gone in terms of people, understanding of processes, the process maturity, hosting this technology or the overall recruitment department for everybody to re-use, as well as taking into account the data flow that happens. And that’s one of the key things which are fundamental to our business,” emphasizes Subramanya.
Today, HGS is present in seven countries and has around 44,500 people among which about 27,000 are in India. Most of those tests and models are first done in India because of the knowledge base of people, their understanding and also the software development skills to develop, test and experiment with those models.
“Whether it could be a recruitment happening in Karnataka or in Indore, it could be in any of the geographies, we started testing these models in India and then took them to the next set of regions. That’s the way we have done it for HR,” concludes Subramanya.
Like the HR transformation, HGS has transformed several departments, including the finance, sales, marketing, customer acquisitions, client servicing, IT and others. With those transformational initiatives in recent years, HGS has been able to enhance organisational capabilities and functions and leverage technology to meet its business requirements.
Source: Economic Times