Hi All! I am doing a project on preparation of job desprition.can any one suggest how to fix KRA for a HR-manager in a BPO Organisation. Regards and Thanks Amar.P
From India, Hyderabad
2From India, Hyderabad
Dear Amar/Colleagues,
Top of the new week to everyone out there.
One of the ways to get job description written is to have a direct chat with the holder of such function/s, ask them what they do and how they go about them-tools they use etal.
Closely linked to this is to ask or network with Human Resources Consultants-seeking recruitment information, requirements from them with a view to forming yours as to suit your internal environment and culture.
Another seemingly and probably the easiest way is to pick up a newspaper or periodical that has a lot of job adverts/vacancies, look through and get information on similar job functions and use the job description therein as a guide to draft yours.
Hope the suugested opinions would help in solving your raised issues.
Thanks.
Afolabi Ajayi
From Nigeria, Lagos
Top of the new week to everyone out there.
One of the ways to get job description written is to have a direct chat with the holder of such function/s, ask them what they do and how they go about them-tools they use etal.
Closely linked to this is to ask or network with Human Resources Consultants-seeking recruitment information, requirements from them with a view to forming yours as to suit your internal environment and culture.
Another seemingly and probably the easiest way is to pick up a newspaper or periodical that has a lot of job adverts/vacancies, look through and get information on similar job functions and use the job description therein as a guide to draft yours.
Hope the suugested opinions would help in solving your raised issues.
Thanks.
Afolabi Ajayi
From Nigeria, Lagos
Dear Amar
KRA for an HR Manager in a BPO would be the primary challenges for him - retention is one , career paths for BPO employees is another, work place and environment with its pressure et al would be another area of focus. Fixing a KRA shopuld result in the manager adding value to the area.
From India, Mumbai
KRA for an HR Manager in a BPO would be the primary challenges for him - retention is one , career paths for BPO employees is another, work place and environment with its pressure et al would be another area of focus. Fixing a KRA shopuld result in the manager adding value to the area.
From India, Mumbai
Dear Amar
You may find this useful to jot down the KRAs of HR Manager of BPO
Best Wishes
Balaji
**************
What are the challenges a HR professional faces in BPO? How his role in BPO in different from other industries?
Business process outsourcing (BPO) is a broad term referring to outsourcing in all fields, not just HR. A BPO differentiates itself by either putting in new technology or applying existing technology in a new way to improve a process.
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.
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 rapid training modules. The training component has to be seen as an important sub-process, requiring constant re-engineering.
HR Practices being practiced by some of the Leading BPO’s
WNS:
In a bid to retain its experienced professionals in the midst of growing demand for trained manpower, business process outsourcing (BPO) firm WNS Global Services (P) Ltd has opted for a competency-based framework for selection and promotion of its key personnel.
The idea is to fill up a majority of the leadership positions from within WNS instead of importing talent from outside. It is also an attempt to keep out bias in the system and increase transparency. The program is performance-driven and puts in place a scientific process, which, matches employees’ knowledge, skills and attributes with the role requirements.
WNS is among the first companies in the BPO space to opt for a competency-based framework and integrate it with HR practices.
Apart from compensation, developing managerial talent from within the organization is considered to be an important retention tool. Skills of the middle management level would be critical as operations are ramped up. Identifying talent and building capabilities to enable them to handle larger teams and develop new skill-sets that drive business dealing capability is needed.
HSS (Skills and Behavioral Training)
HSS' work culture and value system are the key foundation and enablers in creating a unique workplace. There is a strong emphasis on Skill and Behavioral Training, Leadership Development and e-Learning. Its practices are benchmarked by the entire industry. HSS is a winner of several industry awards for its HR practices.
EXL Services (the wholly owned subsidiary of Exlservice Inc., a Delaware Corporation)
In the words of Mr. Deepak Dhawan (VP-HR)
1) An offer of housing to all employees. (As housing will be offered alongside, our employees will no longer have to go through the trouble of searching for paying guest or rented accommodation)
2) Increased Out station Recruitment
3) At EXL people make it to middle management level with their compensation going up by five times in three years
4) At induction level and later, we make it a point to provide profiles of people who have grown with the company through its merit-based structure
Accenture (Practices to avoid Brain Drain)
The Accenture Institute for Strategic Change has identified seven critical factors that comprise a framework for dealing with losing key workers:
1. Identify knowledge at risk. Processes need to be in place to identify which employees possess the most critical knowledge.
2. Create career development and succession planning initiatives.
3. Identify the type of knowledge that needs to be transferred. Tacit or cultural knowledge can only be transferred through face-to-face interaction, including such practices as mentoring or after-action reviews.
4. Use information technology to enable knowledge to be captured, shared and reused.
5. Consider phased retirement.
6. Create programs for effectively using retirees. Some companies have created formal programs that encourage the part-time re-employment of retirees to prevent essential talent from leaving.
7. Build a retention culture. Since intellectual capital is the primary source of an individuals’ value to an organization, sharing it demands considerable trust. If people feel they will only survive by hoarding knowledge, they won’t share it. Organizations consider this the most challenging factor and the one most difficult to change.
******************
From India, Sangamner
You may find this useful to jot down the KRAs of HR Manager of BPO
Best Wishes
Balaji
**************
What are the challenges a HR professional faces in BPO? How his role in BPO in different from other industries?
Business process outsourcing (BPO) is a broad term referring to outsourcing in all fields, not just HR. A BPO differentiates itself by either putting in new technology or applying existing technology in a new way to improve a process.
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.
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 rapid training modules. The training component has to be seen as an important sub-process, requiring constant re-engineering.
HR Practices being practiced by some of the Leading BPO’s
WNS:
In a bid to retain its experienced professionals in the midst of growing demand for trained manpower, business process outsourcing (BPO) firm WNS Global Services (P) Ltd has opted for a competency-based framework for selection and promotion of its key personnel.
The idea is to fill up a majority of the leadership positions from within WNS instead of importing talent from outside. It is also an attempt to keep out bias in the system and increase transparency. The program is performance-driven and puts in place a scientific process, which, matches employees’ knowledge, skills and attributes with the role requirements.
WNS is among the first companies in the BPO space to opt for a competency-based framework and integrate it with HR practices.
Apart from compensation, developing managerial talent from within the organization is considered to be an important retention tool. Skills of the middle management level would be critical as operations are ramped up. Identifying talent and building capabilities to enable them to handle larger teams and develop new skill-sets that drive business dealing capability is needed.
HSS (Skills and Behavioral Training)
HSS' work culture and value system are the key foundation and enablers in creating a unique workplace. There is a strong emphasis on Skill and Behavioral Training, Leadership Development and e-Learning. Its practices are benchmarked by the entire industry. HSS is a winner of several industry awards for its HR practices.
EXL Services (the wholly owned subsidiary of Exlservice Inc., a Delaware Corporation)
In the words of Mr. Deepak Dhawan (VP-HR)
1) An offer of housing to all employees. (As housing will be offered alongside, our employees will no longer have to go through the trouble of searching for paying guest or rented accommodation)
2) Increased Out station Recruitment
3) At EXL people make it to middle management level with their compensation going up by five times in three years
4) At induction level and later, we make it a point to provide profiles of people who have grown with the company through its merit-based structure
Accenture (Practices to avoid Brain Drain)
The Accenture Institute for Strategic Change has identified seven critical factors that comprise a framework for dealing with losing key workers:
1. Identify knowledge at risk. Processes need to be in place to identify which employees possess the most critical knowledge.
2. Create career development and succession planning initiatives.
3. Identify the type of knowledge that needs to be transferred. Tacit or cultural knowledge can only be transferred through face-to-face interaction, including such practices as mentoring or after-action reviews.
4. Use information technology to enable knowledge to be captured, shared and reused.
5. Consider phased retirement.
6. Create programs for effectively using retirees. Some companies have created formal programs that encourage the part-time re-employment of retirees to prevent essential talent from leaving.
7. Build a retention culture. Since intellectual capital is the primary source of an individuals’ value to an organization, sharing it demands considerable trust. If people feel they will only survive by hoarding knowledge, they won’t share it. Organizations consider this the most challenging factor and the one most difficult to change.
******************
From India, Sangamner
hi,
i also had a similar doubt ...
the thread is in "talk to seniors" section...
the link is as follows, but don't know if it will work ... coz this is the first time i am trying to insert a link ..
<link no longer exists - removed>
ur questions might be answered there..
Regards,
Pallavi
From India, Pune
i also had a similar doubt ...
the thread is in "talk to seniors" section...
the link is as follows, but don't know if it will work ... coz this is the first time i am trying to insert a link ..
<link no longer exists - removed>
ur questions might be answered there..
Regards,
Pallavi
From India, Pune
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