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7/27/2019 VoE Results - Presentation
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For Title page only
- 1-TNS Technology Research and Consulti ng, www.tns-global.com
Prepared For:
TNS Consultants:
Parijat Chakraborty
Vinod Nair
Vidya Devaya
Prepared By:
Abr idged Report : 4thAugust, 2009
MphasiS Voice of Employee Survey 2009
http://www.tns-global.com/http://www.tns-global.com/http://www.tns-global.com/http://www.tns-global.com/7/27/2019 VoE Results - Presentation
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-2-
Background & Coverage (1)
Objectives
Measure MphasiS relationship with its employees
Identify the key drivers of employee commitment to MphasiS
And hence, to help develop an action plan that prioritizes areas for time-based
action
Methodology
Employee Commitment Study using the TRI*M Stakeholder Management
System
Quantitative study using a web-based structured questionnaire
Coverage
Towers
Apps, BPO Domestic & International, ITO Core, Service Desk and Corporate
Support
Locations
India, Asia Pacific, North America & Europe.
In India 9 locations - Chennai, Bangalore, Mumbai, Pune, Ahmedabad, Noida,
Indore, Mangalore and Pondicherry
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Background & Coverage (2)- Definitions
TRI*M INDEX: Level of employee Commitment to the organization
Ref: Slide No:6 to 11
TRI*M Typology: Describes employee-organization relationship in the context of existing
employee satisfaction and commitment levels
Ref: Slide Nos: 12 to 15
TRI*M GRID: Helps identify strengths and weakness of our organization as perceived by
employees
Ref Slide Nos: 16 to 22
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Background & Coverage (2)
By Tower
Tower Employee
Universe
Sample
Achieved
%
Achieved
Apps 10049 9124 91
BPO International 4658 4343 93
BPO Domestic 5776 5196 90
ITO Core 774 714 92
ITO Service Desk 2196 1926 88
Corporate Support 1807 1481 82
TOTAL 25260 22784 90
By Country
Location Employee
Universe
Sample
Achieved
% Achieved
India 23393 21218 91
Asia Pacific/Oceania 155 141 91
Europe 442 357 81
North America 1174 978 83
Australia & NewZealand 96 90 94
TOTAL 25260 22784 90
By Location (India)
Location
Employee
Universe
Sample
Achieved% Achieved
Ahmedabad 694 676 97
Bangalore 7776 7221 93
Chennai 3340 3016 90
Hyderabad 37 37 100
Indore 1968 1820 92
Mangalore 327 318 97
Mumbai 1625 1416 87
Noida 373 358 96
Pondicherry 311 287 92
Pune 6421 5590 87
Vadodara 521 479 92
TOTAL 23393 21218 91
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Background & Coverage (3)
By Level
Tower Employee
Universe
Sample
Achieved
% Achieved
Level 1 370 313 85
Level 2 9632 8753 91
Level 3 6061 5445 90
Level 4 3226 2922 91
Level 5 2516 2311 92
Level 6 1516 1340 88
Level 7 1047 905 86Level 8 453 407 90
Level 9 300 270 90
Level 10 107 95 89
Level 11 28 21 75
Level 12 4 2 50
TOTAL 25260 22784 90
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How Committed are our Employees ?
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TRIM Index The Key Questions
How satisfied are you with your employment with MphasiS?
How strongly do you identify with MphasiS as a company?
If you were to reapply for a job today, would you reapply for ajob with MphasiS again?
How likely are you to recommend MphasiS as an employer to
others?
1
2
3
5
Overall
satisfaction
Recommendation
Rejoining
Identification4
How do you rate your colleagues motivation in your
immediate working environment?
Motivation of
colleagues
How would you assess the overall market performance andachievements of MphasiS as a company?6 Market Strength
TRIM
INDEX
100+
TRIM
INDEX
70-99
TRIM
INDEX
40-69
TRIM
INDEX
10-39
TRIM
INDEX
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-8--8-
TRI*M Index - Overall
2007 2008 2009
Top 2 Boxes
Overall Satisfaction 28 31 34
Recommendation 49 46 53
Rejoining 48 49 56
Identification 41 41 48
Motivation of colleagues 34 38 38
Market Strength 45 42 63
Mid Box
Overall Satisfaction 59 57 56
Recommendation 37 41 36
Rejoining 30 30 29
Identification 40 38 38
Motivation of colleagues 41 41 42
Market Strength 48 49 35
Bottom 2 Boxes
Overall Satisfaction 13 12 10
Recommendation 14 13 11
Rejoining 22 21 15
Identification 19 21 14
Motivation of colleagues 25 21 20
Market Strength 7 9 2
TRI*M Index at 63 is a significant increase from 2008
The index seems to be driven mainly by market strength of the
company, coupled with intention to rejoin and recommend
MphasiS to others.
Excellent
Employee
Retention
Poor
Employee
Retention
Base 3751 19825 22784
53 54
0
20
40
60
80
100
2007 2008 2009
63
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-9--9-
40
52
65
77
66
49
64
73
59
5753
49
41
60
56
Bottom 10% Bottom 33% Mean Top 33% Top 10%
Worldwide Asia (without Japan/Korea) India
MphasiS TRI*M Index Benchmarked
Base: 1,600,000 65,000 16,000
MphasiS TRI*M Index is
63
MphasiS TRI*M index is closer to the Top 33% organizations in India and worldwide, moving up from the bottom
50% last year.
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TRI*M Index By Level and Towers
Excellent Employee Retention
Poor Employee Retention
76
65
4844 43
3935
3842
4551
60 58 56 55 5761 60 63
83
6973
0
20
40
60
80
100
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7 Level 8 Level 9 Level
10
Level
11
2008 2009
43
6367
64
47
39
60
49 5157
74
6468
6356
4748
75
0
20
40
60
80
100
APPS BPO Domestic BPO
International
Corporate
Support
ITO Core ITO Service
Desk
2007 2008 2009
Levels at either ends relatively better satisfied compared to the levels in the middle, however the
middle manager index has raised more significantly from last year
Vastly improved performance across most towers. BPO Domestic has also managed to come closeto the high index last year
Excellent Employee Retention
Poor Employee Retention
Base - 2009 9124 5196 19264343 714 1481
Base - 2009 313 8753 2922 9055445 2311 407 270 95 211340
Level
Tower
-Significant increase vs. 2008
- Significant decrease vs. 2008
- Index below average
- Index above average
MphasiS TRI*M
Index is 63
MphasiS TRI*M
Index is 63
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-11-
TRI*MIndex Executive Talent and High Performers
-11-
44
81
0
20
40
60
80
100
2008 2009
Excellent
Employee
Retention
Poor
Employee
Retention
Base17
24
Executive
Talent Pool
45
62
0
20
40
60
80
100
2008 2009
Excellent
Employee
Retention
Poor
Employee
Retention
Top performers
Base
TRI*M index for Executive Talent Pool , comprising of High potentials in Levels 10 and 11, has gone up to 81 from 44
TRI*M index for Top performers, comprising of all top performers across all levels, has risen to 62 from 45.
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How can we classify our employees ?
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TRI*M Typology
Recommendation
Overall performance
Performance/Market strength
Rejoining/Motivation of colleagues
Satisfied & motivated
employees
Dissatisfied but committed to
stay on
Neither satisfied nor
committed, virtually ready
to shift.
Satisfied but not
committed. Could shift for
better opportunities. 59%
25%
Drivers
Critics
Resident
Detached
Satisfaction
Motivating environment
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TRI*M Typology
Increase in proportion ofdrivers and decrease in proportion ofdetached has caused an increase in TRI*M Index
at the overall level
Compared to other studies we have done in this area, our issue seems to be more in the satisfaction aspect rather
than motivating environment.
Overall - Typology
Drivers
23%
Critics18%
Residents20 %
Detached
39%
Satisfaction
MotivatingEnvironment
TRI*M Index 63
Base 22784
- Indicates increase vs. 2008
- Indicates decrease vs. 2008
15 1723
14
18
22 21
20
4948
39
14
2007 2008 2009
DRIVERS CRITICS RESIDENT DETACHED
Overall- Across Waves
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23 2014 19
1813
1211
2031 33 34
39 36 41 36
MphasiS India Asia (without
Japan/Korea)
World
DRIVERS CRITICS REISDENTS DETACHED
MphasiS TRI*M Typology Benchmarked
Combined % of Drivers and Critics in MphasiS is higher than the global benchmarks, indicating better scores on
motivating environment
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What aspects do we need to work on ?
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We has asked employees to rate the relative importance of all the parameters on a 5 point scale where 5 means it
is extremely important and 1 means not at all important to you
Also employees were asked to rate their assessment of MphasiS on these parameters using a 5 point scale where
5 means excellent and 1 means poor to you
Not at all ImportantNot Very ImportantFairly ImportantVery Important
Extremely Important
Importance1
PoorFairGoodVery good
Excellent
Satisfaction1
Measuring Importance and Satisfaction on product /service attributes
Positive work
environment
Sense of
security
Organizational
culture
Relevance of
work
Expectation
Distribution of
work
Clarity
Communication
Trust
Open to ideas
Shares credit
Constructive
feedback
Good
infrastructure
Work life
balance
CommunicationTeam workLeadership
Manager and
Team leadersWork place
TRI*M Grids (1)
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-18--18-
Fix weaknesses and leverage strengths to gain
competitive advantage
Exploit these hidden opportunities before the
competition!
Do not fall below average, but do not invest too much
due to diminishing returns.
Reduce investment if traditional elements, but allow
new services to start and develop from here!
Impact on Employee Retention
StatedImportance
HighLow
Low
High
MOTIVATORS
HIDDEN
OPPORTUNITIES
POTENTIALS?/
SAVERS?
HYGIENICS
Work life balance
Focus on goal
Team work
Shares Credit
Good infrastructure
Performance
Far above average
Above average Far below average
Below average
Average
Understanding employee requirements
TRI*M Grids - Definition (2)
Sample Data
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Summary of Strengths - Overall
positive negative
H07 I am proud of the external reputation of the company
H06 I feel a sense of pride when I talk about my organization to others
H01 MphasiS is dynamic one that is able to manage growthE01 Relevance of work to organizations goals
A04 We are result-oriented and we demand excellence from ourselves and from each other.
H04 The organization is an equal opportunity employer (no discrimination based on religion/ gender/ caste/
creed/ place of origin/disability)
H03 There is a clear corporate vision for sustained growth
F01 Goal setting is done and I am aware of my goals.
C06 My Manager encourages healthy dialogue and debate to arrive at best solutions
C05 My Manager listens and offers constructive feedback to the team
C04 My Manager gives freedom in functioning, decision making and implementation
C03 My Manager is fair and shares credit for the success of a project with the team
C01 My Manager takes timely and quality decisions
H02 MphasiS is innovative
A01 We promote an open culture and respect diverse viewpoints.
A05 We do our best to honour our commitments to all our stakeholders.
A03 We have a culture of working together and being collaborative.
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Summary of Weaknesses - Overall
TRI*M Index 63
positive negative
G02 Recognition for work done
F04 Opportunities for growth exists for an individual within the organization
E03 Fair distribution of work across the team
E02 Expectations from my job/role are clear
D02 Forums are available for meaningful communication with senior management
A02 We are Transparent and Honest in dealing with all issues.
G01 Compensation is fair and commensurate with my role, responsibility and performance
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Way Forward
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-23--23-
Way Forward
Focus areas centre around Compensation & Recognition, Learning, and Performance Management
While there is a need to address compensation structure; the following perceptions emerge as very
important to employees:
- Recognition for work done a performance based bonus program, for instance (if not already inexistence)
- Compensation should be fair and commensurate with the employees role, responsibility andperformance
Employees rate Learning as a very important dimension in their career path. From the company
point of view, there is always a need for productive and efficient workforce. Therefore:
- Training programs on internal tools and processes, leadership skills, soft skills like communication skills,team building, etcApart from on the job training; seminars and training programs could be organized
for the team in collaboration with reputed institutions etc.
Employees should have opportunities for growth within the organization :
- Regular performance reviews by managers - Weekly once work in progress meetings could beconducted to share experiences
- Performance linked variable pay, target setting etc
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TRI*M Index By Verticals Within Each Tower
Excellent Employee Retention
Poor Employee Retention
57 62 62 60 5763
55 53 58 57 53 59 53 59
0
20
40
60
80
100
APPS
&Bu
sinessOps
RMG
CIO
Communication
Consumer
Industries
Delivery
Assurance
Financial
Services
Healthcare
Manufacturing
Practices
Reso
urceMgmt
Sales
T
echnology
Transportation
Base - 124 27* 248 793 566 38 2536 848 1541 1080 517 118 254 556
AppsAPPS
TRI*M Index is 57
Excellent Employee Retention
Poor Employee Retention
Base - 4343 1117 283 657 474 1811
BPO- DomesticBPO- Domestic
TRI*M Index is 74
74 78 74
8778
66
0
20
40
60
80
100
BPO Domestic Dom BPO
South,Bangalore
Dom BPO
South,Pondy
Dom BPO
West,Ahmedabad
,Dom BPO West
Baroda
Dom BPO
West,Indore
* - low base
- Index above average
- Index below average
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- 26-
63
49 44
58 6165
59
39
60
7464
7669
77 77
5564 68
46 47
7277
0
20
40
60
80
100
ITO-Core
Client
Operations
DCS
DCS-BUR
DCS-DBA
DCS-EM
DCS-MW
DCS-SYM
-DCS
TOOLS
DCS-UNIX
-DCS
WINTEL
GMDelivery
GMHosting
GMM&Q
GMOnline
Information
Security
Integration
Engineering
Network
Services
Solutioning
T&T
Workplace
MphasiS
Workplace
Services
Excellent Employee Retention
Poor Employee Retention
6471
62 47
70 68
4658
86
4662 54
0
20
40
60
80
100
BPO
In
ternational
&
Banking
Financial
Business
Caps&Ops
DSC
Eldorado
Enterprise
F&A
GlobalSales
Support
H
ealthCare
HRO
Insurance
Sales
BPO InternationalBPO International
TRI*M Index is 64
Excellent Employee Retention
Poor Employee Retention
ITO- CoreITO- Core
TRI*M Index is 63
* - low base
Base - 1926 187 13* 83 115 164 66 52 135 129 149 9* 31 12* 97 153 201 122 10* 12* 83 89
Base - 5196 2192 131 59 115 810 568 18* 78 192 1016 15*
- Index above average
- Index below average
TRI*M Index By Verticals Within Each Tower
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TRI*M Index By Tower and Vertical
56 56
0
20
40
60
80
100
ITO - Service Desk MphasiS ITO - SD
Excellent Employee Retention
Poor Employee Retention
Base - 1481 1479
ITO- Service Desk ITO- Service DeskTRI*M Index is 56
68
84
56 52
7665 68 65 66
74
58
0
20
40
60
80
100
Corporate
Support
Admin,
Real
&E
state
Transport
Biz
Excellence
Business
Support
CRO
Finance
HR
Legal
Marketing
S
upplyChain
Tech
D
evelopment
Excellent Employee Retention
Poor Employee Retention
Corporate Support
Corporate Support
TRI*M Index is 68
Base - 714 127 116 9* 14* 129 234 11* 8* 14* 36
* - low base
- Index above average
- Index below average *Low base
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A01 We promote an open culture and respect diverse
viewpoints
A02 We are Transparent and Honest in dealing with all
issues.
A03 We have a culture of working together and being
collaborative.
A04 We are result-oriented and we demand excellence
from ourselves and from each other
A05 We do our best to honour our commitments to all
our stakeholders.
TRI*M Grids Attribute Level (1)
PerformanceFar above average
Above average Far below average
Below average
Average
Winning Culture
TRI*M Index 63
Impact on Employee Commitment
StatedImpo
rtance
HighLowLow
H
igh
Motivators
Hidden OpportunitiesPotentials?/Savers?
Hygienics
A01
A02
A03
A04
A05
Base 22784
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G01 Compensation is fair and commensurate with my
role, responsibility and performance
G02 Recognition for work done
TRI*M Grids Attribute Level (9)
Compensation and Recognition
TRI*M Index 63
PerformanceFar above average
Above average Far below average
Below average
AverageBase 22784
Impact on Employee Commitment
StatedImpo
rtance
HighLowLow
H
igh
Motivators
Hidden OpportunitiesPotentials?/Savers?
Hygienics
G01
G02
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Bundle Index and leverage
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The TRI*M Bundle Performance Score is given as one number on the known TRI*M scale. The valueof the score depends on two factors
On the one hand it depends on the level of the overall TRI*M Index, on the other hand it depends
on the performance of the items which are included in a Bundle.
The bundle performance allows each process owner to compare his process (represented by the
bundle) to the overall TRI*M Index at one glance.
If the bundle performance outperforms the TRI*M Index the process will work well.
Compare process score with overall index
TRI*M bundle performance (1)
Bundle metrics calculation
For each of the defined TRI*M Bundles two scores are calculated.
Bundle performance (TRI*M Index scale)
Process owners get the performance of their own process in comparison to the overall TRI*M
Index
Leverage metric (0-10-point-scale) based on the bundle position in the TRI*M Grid
Supports the decision with regard to the allocation of resources to the process or project
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Overall Bundle Index and leverage
60 60
48
71
58
6563
67 67
48
0
5
5
6 6
3
7 7 7
0
10
20
30
40
50
60
70
80
90
100
Overall
Winning
Culture
Infrastru
cture
&Autom
ation
ReportingM
anag
ers
Commu
nication
JonConten
t
Perfo
rman
ceMan
agem
ent
Comp
ensatio
n&Rec
ognition
Compan
yIma
ge
Learning
0
2
4
6
8
10
Index Leverage
High leverage scores noted for dimensions such as winning cul ture, job content , per formance
management, compensat ionand company image
MphasiS immediate focus should be onperformance managementand compensation & recognition,
clearly the overall index is affected by these dimensions, as it has high leverage scores
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Thank you !
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