mahindra satyam bpo

7/28/2019 Mahindra Satyam BPO

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SYNERGY SCHOOL OF BUSINESS

Muraharipally(V) Medchal (M)

Hyderabad

A Dissertation on

Stress Management in Mahindra Satyam (BPO)

Submitted

by

Y.ROBIN REDDY

Under the guidance

of

Ms.Meghana PrajapathiAsst Professor

Subject: Organisation Behaviour

Dept Of Marketing.

Synergy School Of Business


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CONTENTS

Pg Nos

1.Company Profile 4

2.Quality 5

3.Implementation Approach 6

4.History 7

5.Stress Management In Mahindra Satyam BPO 9

5.1 What is employee stress? 9

5.2 Symptoms of stress 9

5.3 Sources/Causes of stress 10

5.3.1 Organisational factors 10

5.3.2 Six Sigma Policy Of Mahindra 11

5.3.3 Other Factors 12

5.3.4 Individual Factors 12

6.Strategies For Managing Stress In Mahindra Satyam 14

6.1 Individual Strategies 15

7.Conclusion 16

8.Bibliography 18


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Mahindra Satyam BSG (Business Services Group)

1. Company Profile :

Mahindra Satyam BSG (formerly Mahindra Satyam BPO) offers a bouquet of innovative

services that deliver measurable business value to customers. We help companies:

Focus more on their core competencies

Cut costs drastically

Improve efficiency levels

Improve profitability

Helping customers stay focussed on their core business

Leveraging domain expertise, operational excellence, process skills and superior technology, we offer

proven, full-service expertise for multiple industries, including telecom, pharmaceuticals, financial

services and manufacturing.

Global delivery standards have resulted in numerous longstanding client relationships with Fortune

500 companies.

Major customers include:

Two of the world's top five pharmaceutical companies

One of the largest telecommunications companies in the world

A global leader in geospatial services

A leading publisher of scientific, technical and health publications, among others

For over two decades, Mahindra Satyam has been committed to creating value for its

customers, investors, associates and the society at large. This commitment has constantlyfuelled the journey, encouraging us to think differently, work with passion and make things

happen.

Today, after 20 years, commitment, passion and entrepreneurial spirit have only grown

bigger, spurring to look ahead and continue journey towards achieving greater heights of

Value Creation.


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As a leading global information, communications and technology (ICT) company, As a part

of the US $15.9 billion Mahindra Group, a global industrial federation of companies and one

of the top 10 business houses based in India.

They are powered by a pool of talented IT and consulting professionals across enterprise

solutions, client relationship management, business intelligence, business process quality,

operations management, engineering solutions, digital convergence, product lifecycle

management, and infrastructure management services, among other capabilities.

Development and delivery centers in the US, Canada, Brazil, the UK, Hungary, Egypt, UAE,

India, China, Malaysia, Singapore and Australia serve numerous clients, including several

Fortune 500 companies.

2.Quality

At Mahindra Satyam BSG, Quality comes first. Our prime focus is to understand customer

expectations and we aim at best-in-class deliverables through competent and disciplined

professionals.

They focus on Right First Time (RFT) culture to attain near Zero-Defects and deploy

Integrated Lean Six Sigma methodology to drive continuous Improvements. 'Rajiv Gandhi

National Quality Award', 'IQPC Six Sigma Excellence and Best BPO Awards, and 'Most

Customer Responsive BPO Company award' stand as a testimony to our focus on our clients

as well as end-customers.


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3.Implementation Approach

Mandatory awareness sessions on Quality Management SystemQMS and various Quality

training opportunities for all associates within a month of hiring

Structured Green Belt training using ISTRIVE techniqueIdentify, Set, Track, Review,

Improve, Validate and Ensure to all process owners and key stakeholders in all relevant

engagements

Deploy qualified and experienced Black Belts into all engagements of the organization to

drive continuous improvements

Increase Quality DNA through Green Belt and Black Belt Certifications across the

organization by driving high business impact projects which capitulate great benefits to

clients.

Robust Information Security practices ensure Confidentiality, Integrity and Availability of

information that is acquired, processed and provided. Mahindra Satyam BSG is worlds first

organization to achieve eSCM-SP (e-Sourcing Capability Model) for Service Providers Level

5 certification in 2007. We continue to comply with the models requirements.

They are certified to ISO 9001:2008 and ISO 27001:2005. Best practices from other models

such as PCI-DSS and COPC are integrated with our Quality and Information Security

Management Systems. We also comply with HIPAA, 21 CFR11, SOX, SSAE-16 and other

customer specific requirements.

Strong Quality Management System (QMS) is in compliant with ISO 9001:2008 resulted in

Zero non-conformances (NCs) in all our internal and external (client) audits.


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4.History:

Satyam established in June 24, 1987 is a leader in global business & information technology

.It provides services encompassing designing system, developing software, consulting,

systems integration, application maintenance and outsourcing solutions to clients in over 20

industries.

Satyam caters its deep expertise to wide range of industries like aerospace &

defense,automotive,chemicals, education, energy , financial services, healthcare, industrial

equipment , insurance, infrastructure, life sciences, manufacturing, media and entertainment,

public services, retail , semiconductor, telecom, travel and logistics.

Milestones achieved

2008- Revenue of Satyam crosses US $ 2-billion mark.

2007- Satyam becomes the Official IT Services Provider for the FIFA World Cups, 2010

(South Africa) and 2014 (Brazil).

2005- Company start operation of its largest global development center outside India (in

Melbourne) .

2002- Satyam launches its BPO in Hyderabad.

2001- Satyam becomes worlds first ISO 9001:2000 company to be certified by BVQI

Satyam gets listed at NASDAQ

2000- Satyam receives National HRD award from Indian government

Satyam has it Strategic alliance with technology vendors & system integrators, namely

Adobe , SAP, Microsoft, IBM, oracle & many more which enables the company to deliver

end-to end services.

Satyam financial performance has been performing consistently, even in the global turmoil it

has given its good financial results. It is delivering an average revenue of 8 % and profit of 9

% quarterly.


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5.Stress Management In Mahindra Satyam BPO:

5.1 What is Employee Stress ?

Employees stress is a growing concern for organizations today. Stress can be defined as alively circumstance in which people face constraints, opportunities, or loss of something they

desire and for which the consequence is both unpredictable as well as crucial. Stress is the

response of people to the unreasonable/excessive pressure or demands placed on them.

Stress is not always negative. It may also bring out the best in individuals at times. It may

induce an individual to discover innovative and smarter way of doing things. This positive

dimension of stress is called as enstress. But usually, the term stress has a negative

implication and this negative aspect of stress is termed as distress. For instance - When a

subordinate is harassed or warned by his superior, unhappiness of unsuitable job, etc. We can

say that Stress causes some people to break, and other to break records.

5.2 Symptoms of Stress

Some of the symptoms of stress at workplace are as follows-

Absenteeism, escaping from work responsibilities, arriving late, leaving early, etc.

Deterioration in work performance, more of error prone work, memory loss, etc.

Cribbing, over-reacting, arguing, getting irritated, anxiety, etc.

Deteriorating health, more of accidents, etc.

Improper eating habits (over-eating or under-eating), excessive smoking and drinking,

sleeplessness, etc.

It is thus very essential to have effective stress management strategies in an organization so

that the detrimental repercussions of stress on the employees as well as their performance can

be reduced and controlled.


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5.3 Sources/Causes of Stress

The factors leading to stress among individual are called as stressors. Some of the

factors/stressors acting on employees are-

5.3.1 Organizational factors- With the growth in organizational stress and complexity, there

is increase in organizational factors also which cause stress among employees. Some of such

factors are-

Discrimination in pay/salary structure

Strict rules and regulations

Ineffective communication

Peer pressure

Goals conflicts/goals ambiguity

More of centralized and formal organization structure

Less promotional opportunities

Lack of employees participation in decision-making

Excessive control over the employees by the managers


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5.3.2 Six Sigma Policy Of Mahindra Satyam:

Six Sigma is a set of tools and strategies for process improvement originally developed by

Motorola in 1986. Six Sigma became well known after Jack Welch made it a central focus of

his business strategy at General Electric in 1995, and today it is used in different sectors of

industry.

Six Sigma seeks to improve the quality of process outputs by identifying and removing the

causes of defects (errors) and minimizing variability in manufacturing and business

processes. It uses a set of quality management methods, including statistical methods, and

creates a special infrastructure of people within the organization ("Champions", "Black

Belts", "Green Belts", "Orange Belts", etc.) who are experts in these very complex methods.

Each Six Sigma project carried out within an organization follows a defined sequence of

steps and has quantified financial targets (cost reduction and/or profit increase).

The term Six Sigma originated from terminology associated with manufacturing, specifically

terms associated with statistical modeling of manufacturing processes. The maturity of a

manufacturing process can be described by a sigma rating indicating its yield or the

percentage of defect-free products it creates. A six sigma process is one in which 99.99966%

of the products manufactured are statistically expected to be free of defects (3.4 defects permillion), although, as discussed below, this defect level corresponds to only a 4.5 sigma level.

Methods:

Six Sigma projects follow two project methodologies inspired by Deming's Plan-Do-Check-

Act Cycle. These methodologies, composed of five phases each, bear the acronyms DMAIC

and DMADV.

DMAIC

The DMAIC project methodology has five phases:

Define the problem, the voice of the customer, and the project goals, specifically.

Measure key aspects of the current process and collect relevant data.

Analyze the data to investigate and verify cause-and-effect relationships. Determine what the

relationships are, and attempt to ensure that all factors have been considered. Seek out rootcause of the defect under investigation.


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In order to attain the six sigma standards they have been under immense pressure for quality

which in turn results in stress full conditions.

5.3.4 Other factors includes:

Call center shrinkage - Call center shrinkage is a measure of how much time is lost in the

call center to things like vacation, breaks, lunch, holidays, sick time, training and so on.

LDQ - Longest delay in queue (LDQ) is the longest time period that a customer in a queue

waits before either connecting with an agent or hanging up (which is known as a fast clear

down).

Abandoned call - An abandoned call is a call or other type of contact initiated to a call center

that is ended before any conversation occurs.

Example: when there is team of 40 employees who are busy with inbound calls in case if

there would be more calls than the employees which gets abandoned known as Abandoned

calls.

They are forced to minimize the Abandoned calls .

Lack of virtual agent.

Average hold time - (AHT) is a call center metric for the average duration of one

transaction, typically measured from the customer's initiation of the call and including any

hold time, talk time and related tasks that follow the transaction.

AHT must be minimum inorder to achieve their targets.

Due to shrinkage and LDQ the employees must work for extra hours & no leaves are

possible in shrinkage period under any circumstances

5.3.5 Individual factors- There are various expectations which the family members, peer,

superior and subordinates have from the employee. Failure to understand such expectations

or to convey such expectations lead to role ambiguity/role conflict which in turn causes

employee stress. Other individual factors causing stress among employees are inherent

personality traits such as being impatient, aggressive, rigid, feeling time pressure always, etc.


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Similarly, the family issues, personal financial problems, sudden career changes all lead to

stress.

Job concerning factors- Certain factors related to job which cause stress among employees

are as follows-

Monotonous nature of job

Unsafe and unhealthy working conditions

Lack of confidentiality

Crowding

Extra-organizational factors- There are certain issues outside the organization which lead

to stress among employees. In todays modern and technology savvy world, stress has

increased. Inflation, technological change, social responsibilities and rapid social changes are

other extra-organizational factors causing stress.


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6.Strategies for Managing Stress in Mahindra Satyam:

Stress experienced by the employees in their job has negative impact on their health,

performance and their behaviour in the organization. Thus, stress needs to be managed

effectively so as to set off these harmful consequences. Strategies for managing stress are as

follows-

When there is heavy work load team leaders encourage the whole team by backing

them by appreciating them and boosting them.

For every 900 succesful transactions they are awarded with incentives, meal passes

etc.,

For every 2hours they give an break time of 15 minutes after 6 hrs of working they

get an leisure of 30 min .

Totally on an average for 9 hrs of working time they get an break of 1hr.

Encouraging more of organizational communication with the employees so that there

is no role ambiguity/conflict. Effective communication can also change employee

views. Managers can use better signs and symbols which are not misinterpreted by the

employees.

Encourage employees participation in decision-making. This will reduce role stress.

Grant the employees greater independence, meaningful and timely feedback, and

greater responsibility.

The organizational goals should be realistic, stimulating and particular. The employees must

be given feedback on how well they are heading towards these goals.

Encourage decentralization.

Have a fair and just distribution of incentives and salary structure.

Promote job rotation and job enrichment.

Create a just and safe working environment.

Have effective hiring and orientation procedure.

Appreciate the employees on accomplishing and over-exceeding their targets.


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6.1 Individual strategies for managing stress

The employees should make a to-do list daily, prioritize the acts in the list and plan the acts

accordingly. Take regular breaks during work to relax you. By effective time management,

the employees can achieve their targets timely and can meet work pressures and, thus, avoid

stress.

Do hard work. Strive to achieve your goals but do not do it to the harm of family, health, or

peer.

Indulge in physical exercises. It helps in effective blood circulation, keeps you fit, diverts

mind from work pressures.

Encourage a healthy lifestyle. Take a regular sleep, have plenty of water, have healthy eating

habits. Promote relaxation techniques such as yoga, listening music and meditation.

The employees should have optimistic approach about their work. They should avoid

connections with negative approach employees.

The employees should have emotional intelligence at workplace. They should have self-

awareness, self-confidence and self-control at workplace.

The employees should build social support. They should have close connections with

trustworthy peer who can listen to their problems and boost their confidence level. This social

network will help the employees to overcome stress.


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7.Conclusion:

Mahindras six sigma standards are good for making business and improving their

productivity.

Employee counselling is a very good strategy to overcome employee stress.

Through counselling, employees can become aware of their strengths and how to develop

those strengths; their weaknesses and how to eliminate them; and they can develop strategies

for changing their behaviour. Employees are also given career counselling which helps in

reducing their ambiguities with regard to career.

They Find a fun way to release stress, such as, Hot seat, Dare to answer and Tambola etc.,

Their incentive programmes and relationship with employees .make them to strive for more

productivity which is the reason for these awards and achievements.

Award Awarded by

2010

Awarded in the `BPO Contract of the Year category at

the National Outsourcing Association (NOA) Awards 2010

National Outsourcing Association (NOA), UKs only

outsourcing trade association & centre of excellence in

outsourcing

Honored as Indias Most Customer-Responsive BPO

Company

AGC Networks, The Economic Times, Ernst & Young and

Nielsen

2008

Ranked No.2 BPO vendor globally Brown-Wilson Group of Advisory Companies

Ranked No.4 KPO vendor globally Brown-Wilson Group of Advisory Companies

Best Defect Elimination in Service & Transaction and

Best Design for Six Sigma categories

Six Sigma IQ Excellence Awards by International Quality

and Productivity Center

Best Business Process Outsource Provider International Quality and Productivity Center

Best Customer Service Delivery Framework First Runner Up - International Quality and Productivity

Center

Among Top 4 in 2008 Global Six Sigma and Business

Improvement Awards

Worldwide Conventions and Business Forums (WCBF)

RASBIC Award - Most innovative recruiting and staffing

program/initiative

Awarded at Asia Pacific HRM Congress

Global HR Excellence Award - Innovative HR practices Awarded at Asia Pacific HRM Congress


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Employer Branding Award - Excellence in HR through

technology

Awarded at Asia Pacific HRM Congress

2007

eSCM-SP Level 5 certification Certified by IT Services Qualification Center (ITSqc) at

Carnegie Mellon University

Golden Peacock National Training Award Institute of Directors

Ranked among 'Top 20 F&A service providers' FAO Today

ISO 27001 Certification - for delivery centers in

Hyderabad (Cyber Gateway, Cyber Pearl I & II) and

Bangalore

BSI (British Standards Institution)

Ranked '6th among Indian BPOs Brown-Wilson Group of Advisory Companies

'Best Indian ITES company award 2004-05' Hyderabad Software Exporters Association

2006

Top Indian Exporter in ITES Sector in the state of Andhra

Pradesh for 2005-06

Andhra Pradesh Government

Ranked among the TOP 10 KPO service providers' Brown-Wilson Group of Advisory Companies

Ranked among 'Top 10 Energy and Utilities service

providers'

Brown-Wilson Group of Advisory Companies

'Best Indian ITES company award 2004-05' Hyderabad Software Exporters Association

Rajiv Gandhi National Quality Award Bureau of Indian Standards

2005

eSCM-SP Level 4 certification Certified by IT Services Qualification Center (ITSqc) at

Carnegie Mellon University


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8.Bibliography:

WWW.MAHINDRASATYAM.COM

WWW.WIKIPAEDIA.COM
http://www.mahindrasatyam.com/http://www.mahindrasatyam.com/http://www.wikipaedia.com/http://www.wikipaedia.com/http://www.wikipaedia.com/http://www.mahindrasatyam.com/

mahindra satyam bpo

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