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To fight the high employee churning rates, BPOs are now offering employees better career growth by allowing them to migrate to other departments within the organisation.
The provision of movement to other division like software, infrastructure, analytics and finance not only brings down churning rate but also makes BPOs attractive to job seekers. The movement can be from the BPO to the company's IT division or to some other division in the BPO itself.
The reason for people quitting BPO can be attributed to the fact that most people do not find enough growth opportunities, plus the odd working hours. HR managers believe that if given chance and allow employees to progress within the organization, it will lead people to stay for long in the organisation. HCL has set an example and has become the first Indian BPO to launch an internal career progression programme called Aspire, where 1,600 employees are being trained to get into software.
Ranjit Narasimhan, president and CEO, HCLs BPO Services says "that nearly 60% of the employees quit within six months after joining a BPO. The challenge is to retain them at this stage. Aspire is aimed at employee development and retention".
The criteria however, is that an employee should have worked for atleast 18 months in the BPO, and should have attained enough aptitude for the preferred vertical role. Once they fulfills the eligibility, employee will be provided a 4-8 weeks training programme depending on the kind of function they opt for, and also a test in some cases.
Such programmes also benefit, because the company hires someone who understands your work culture. Moreover, the cost to the company of such employees is less in many cases. Last year, Genpact moved 2,000 people -10% of its work force - from the call centre to other jobs.
Some organisations have a system of internal job posting where all new positions are first put across to the employees, who can apply for a position of their choice. For senior employees, IBM is known for its five-minute drill.
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