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    Muraharipally(V) Medchal (M)


    A Dissertation on

    Stress Management in Mahindra Satyam (BPO)




    Under the guidance


    Ms.Meghana PrajapathiAsst Professor

    Subject: Organisation Behaviour

    Dept Of Marketing.

    Synergy School Of Business

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    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


    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.


    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


    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


    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


    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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    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


    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


    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.


    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.


    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


    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


    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


    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


    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


    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


    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


    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


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


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


    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


    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


    Honored as Indias Most Customer-Responsive BPO


    AGC Networks, The Economic Times, Ernst & Young and



    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


    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


    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


    Awarded at Asia Pacific HRM Congress


    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


    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


    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


    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


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

    Carnegie Mellon University

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