Attrition in Bpo Industry: a Survey Report

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ATTRITION IN BPO INDUSTRY: A SURVEY REPORT
Abstract
The BPO industry is undoubtedly considered as one of the biggest fields of employment in India and stands number two worldwide after Philippines. However, it is facing a phenomenal increase in attrition rate which is the biggest challenge. The current attrition rate is 55 %. (Source: 13 Oct, 2011, The Financial Express) as compared to the last year of 51%. Nasscom, in a report said that that the outsourcing industry is expected to face a shortage of 2, 62,000 professionals by 2012. This is owing to the fact that retaining manpower at mid and senior management levels, where there is a visible significant movement has become quiet challenging. The another interesting feature of this industry in that as the industry moves up and become a full scale BPO player, attrition rate will further decreases. In the study released by Associated Chambers of Commerce and Industry of India claimed that the high attrition is due to bad working hours and a perceived lack of long term growth. In this paper an attempt is being made to build a model which contributes to high attrition rate.

1. Introduction

HR professionals all over the world are breaking their heads to formulate Retention Strategies for employees working in Call-Center or Contact Center or BPO industry but nothing is working in their favor. No perks, no rewards, just nothing is working. Some of these factors are no growth opportunities, policies and procedures are not conducive, uneasy relationship with peers or managers, higher education etc. Fundamental changes are taking place in the work force and the workplace that promise to radically alter the way companies relate to their employees. Hiring and retaining good employees have become the chief concerns of nearly every company in every industry. Companies that understand what their employees want and need in the workplace and make a strategic decision to proactively fulfill those needs will become the dominant players in their respective markets. There is an emerging trend seen in the employees or new generation of workers that they want to strike a balance between their personal and professional life. Smart employer makes strategies to understand what their employee wants 2. Research Objectives

* Assess the profile of employees who quit.
* Determine the reasons for employees leaving the organization. * To find a solution to the recurring problem of employee turnover.

3. Theoretical Framework.
The proposed theoretical framework is as under

4. Research Hypotheses

* H1: Men are more intended to leave the organization.
* H2: The intention to leave will not be the same for different educational levels of each group of employees. * H3: The intention to leave will not be the same for different age group levels of employees. * H4:As fair remuneration decreases, intention to leave increases * H5:As stagnation increases, intention to leave increases * H6: As the shifts is more inconvenient, intention to leave increases. * H7: More the autonomy less is the intention to leave.

* H8:As the dissatisfaction is more, intention to leave increases

5. Methodology

The data collection method used is Questionnaire as it is free from the bias of the interviewer. In this case the respondents have adequate time to think and reply. This method is convenient as those respondents who are not easily approachable can be reached conveniently. It was mailed to the respondents who were expected to read & understand the questions and write down the reply in the space meant for the purpose. Respondents are the employees of various BPO’s and a sample size of 55 is collected by convenience sampling.

6. Data Analysis

Research Hypothesis1:
Ho: There will no difference between men and women in their intentions to leave the organization H1: Men are more intended to leave the organization.

Conclusion: The research hypothesis cannot be...
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