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TRANSCRIPT
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A Case Study of
Training and Developmentof
Sun Info-Tech Ltd
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Submitted to:
Mr. Momtajul Haq Azad
Faculty, School of BusinessUITS Submitted by:
Shakerul Islam Tazu
Subrata Kumar Singha
Farhana Yeasmin Lopa
Ali Zaber Chowdhury
Sadi Mohammad Naved
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Farhana Yeasmin Lopa
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Sun Info-Tech Ltd. is privately owned and centrally based in Dhaka, Bangladesh.
Leveraging the benefits of its Bangladesh locations, Sun Info-Tech Ltd. has Excellent
team of Professionals in providing flexible contact center solutions to a wide variety of
clients small, medium, large 80% of which are based in the United States.
Sun Info-Tech Ltd. has evolved into a multi-channel contact center to meet thegrowing demands and expectations of todays consumers.
It offers 24/7 voice, chat, and email support to businesses looking to deliver a
consistent and convenient method of contact to their customers. Sun Info-Tech Ltd.
primary offering includes inbound/outbound call center services such as telesales,
order taking, and customer service, as well as web based customer support solutions
such as live web chat and email response.
Companys customer care solutions have increased sales, enhanced customer loyalty,
and reduced costs for thousands of small, midsize, and enterprise-level clients.
Background of the company
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Mission:
To accomplish the highest level of excellent by providing professional service with highest
skilled human resources.
Vision:
As a potential sector we can earn huge revenue from foreign country which can help the
economy of our country as well as create employment opportunity. We are also working to
promote to Bangladesh as a brand with positive reputation.
Company Mission & Vision
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Companys advantage goes beyond what clients have come to expect from a leading BPOServices Provider. The difference lies in companys ability to exceed client expectationswhile consistently providing added value in the following ways:
1."One Stop Multiple Service" for state-of-the-art global technology and BPO solutions."
2. The use of innovative processes, ideas and technology to save clients money whiledelivering greater value and incremental benefits.
3. A commercial culture dedicated to performing beyond client expectations.
4. Cultural alignment and proven partnering ability to become an integral part of companys organization and strategy
Companys Strengths
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Companys ServicesCall Center
Technological SolutionComplete setup package
Software solution
Hardware solution
Networking
ConsultancyCall center quality assessment
Business project planning
Human resource management
Workforce management
Call center related any problems
Inbound Call Center ServicesCustomer support services
Help-desk services
Advanced telemarketing sales
Order taking
Product information request
Query handling servicesTechnical support
Collections
Outbound Call Center Services
Lead generation
Surveys
Appointment scheduling
Product promotion
Tele sales
Debt collection
Up sell/Cross sell campaigns
Insurance based campaigns
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Sadi Mohammad Naved
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Training and Development Provided
Training Needs foryOperation of Call Center Predictive DialeryTelemarketing and Telesales
yTraining on Language Accent
yCultural Attitude
yGeographical Knowledge
yCustomer Care and Service Promotion Skills
Training ProgramsCall center complete training series
Inbound Call-Center Training
Adding Sales to Companys service: The transition
Inbound and outbound sales, and telephone skills workshop + two hour
train-the-trainer consulting session
Front line telephone skills that drive business
Telephone selling skills
Surviving Companys life: Preventing call center burnout
Transitioning from a service to a sales culture
One-day training for call center employees
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Inbound Call-Center TrainingAdding sales to Companys service: The transition
Key Objectives
Show how a repeatable sales process fits easily into an exiting service culture.
Develop a value proposition tool that helps to clearly explain product/service
benefits: Customer retention.
Improve customer-profiling process.
Create and leverage customer relationships quickly.Dramatically improve needs identification and solutions development: Cross/up
selling and customer satisfaction.
Increase understanding of the customers behavior in the sales process.
Develop sales process guidelines: Make sure basic selling skills are consistently
implemented.
Improve personal motivation and help inbound call-takers to recognize
opportunities.
Provide cutting-edge selling skills to improve closing ratio: Guiding customers
toward solutions.
Gain a better understanding of how much control we have over our results.
Train-the-trainer process to allows supervisors to deliver training internally.
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How to train the employees of the firm.
Training and Development Processes: Informal/Formal and Self-Directed/Other-Directed
Informal and Formal Training and Development
Formal, Systematic Training and Development
Self-Directed and "Other-Directed" Training
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Subrata Kumar Singha
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Concept of training and
development
Typical Reasons for Employee Training and Development
Training and development can be initiated for a variety of reasons
for an employee or group of employees, e.g.,:
When a performance appraisal indicates performanceimprovement is needed
To "benchmark" the status of improvement so far in a
performance improvement effort
As part of an overall professional development program
As part of succession planning to help an employee be eligiblefor a planned change in role in the organization
To "pilot", or test, the operation of a new performance
management system
To train about a specific topic.
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Communications:The increasing diversity of today's workforce brings a wide
variety of languages and customs.
Computer & Technological skills: Computer or technological skills are
becoming a necessity for conducting administrative and office tasks. Call
center instruments are also basic technological device for which employees
should be trained up.
Customer service: Increased competition in today's global marketplace makes
it critical that employees understand and meet the needs of customers.
Diversity: Diversity training usually includes explanation about how people
have different perspectives and views, and includes techniques to valuediversity
Ethics: Today's society has increasing expectations about corporate social
responsibility. Also, today's diverse workforce brings a wide variety of values
and morals to the workplace.
Typical Topics of Employee Training
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Human relations: The increased stresses of today's workplace can include
misunderstandings and conflict. Training can people to get along in the
workplace.
Quality initiatives: Initiatives such as Total Quality Management, Quality Circles,
benchmarking, etc., require basic training about quality concepts, guidelinesand standards for quality, etc.
Safety: Safety training is critical where working with heavy equipment ,
hazardous chemicals, repetitive activities, etc., but can also be useful with
practical advice for avoiding assaults, etc.
Sexual harassment: Sexual harassment training usually includes careful
description of the organization's policies about sexual harassment, especially
about what are inappropriate behaviors.
Typical Topics of Employee Training
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General Benefits from Employee Training and Development
There are numerous sources of online information about training and
development. Several of these sites (they're listed later on in this library)
suggest reasons for supervisors to conduct training among employees. These
reasons include:
Increased job satisfaction and morale among employees
Increased employee motivationIncreased efficiencies in processes, resulting in financial gain
Increased capacity to adopt new technologies and methods
Increased innovation in strategies and products
Reduced employee turnover
Enhanced company image, e.g., conducting ethics training (not a goodreason for ethics training!)
Risk management, e.g., training about sexual harassment, diversity training
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Ali Zaber Chowdhury
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Training and Development Secrets
Several motivation and retention secrets relative to employee
training and development. These are key factors in multiplying the
value of the training and development you provide.
Allow employees to pursue training and development in directions
they choose, not just in company-assigned and needed directions.
Have your company support learning, in general, and not just in
support of knowledge needed for the employees current or next
anticipated job. Recognize that the key factor is keeping the employee
interested, attending, and engaged.
The development of a life-long engaged learner is a positive factor for
your organization no matter how long the employee chooses to stay in
your employ. Use these training and development activities to ensure
that you optimize the employee's motivation and potential retention.
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Shakerul Islam Tazu
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Findings and Recommendation
The company should concentrate on the employee retention because call
center industry is very emerging and growing now in Bangladesh. Available
job opportunity inspires employees to switch the firms and that increases
turnover frequency at a very high rate.
Company should develop a strong brand equity that employees tend to stay
at this company for loyalty status and brand value. High quality of training
and development program may help to build a good brand equity to the
employees, i.e. as it occurs in Grameenphone, British American TobaccoCompany or HSBC in Bangladesh.
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Sun Info-Tech Ltd has very strong technological and human resources. Proper
planning and strategy for training and development would bring the company in
the top 5 call centers in Bangladesh.
Sun Info-Tech is successful to accomplish the highest level of excellent by
providing professional service with highest skilled human resources. To keep this
succession continues the firm should rotate the cycle of continuous training and
development programs.
As a multinational company Sun Info-Tech greater possibility to allow employees
to pursue training and development in directions they choose, not just incompany-assigned and needed directions which maybe not possible for all
indigenous firms in the country
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Conclusion
The field for call center training is expanding rapidly - perhaps because
there are so many new call center agents being hired on a daily basis. It
is staggering that even in the Bangladesh the pace of call center growth
is brisk. As these agents are hired, call center training becomes a more
important issue as some call centers have had turnover rates in thehundreds of percent range.
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Thank You
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