voe results - presentation

7/27/2019 VoE Results - Presentation

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For Title page only

- 1-TNS Technology Research and Consulti ng, www.tns-global.com

Prepared For:

TNS Consultants:

Parijat Chakraborty

Vinod Nair

Vidya Devaya

Prepared By:

Abr idged Report : 4thAugust, 2009

MphasiS Voice of Employee Survey 2009
http://www.tns-global.com/http://www.tns-global.com/http://www.tns-global.com/http://www.tns-global.com/


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-2-

Background & Coverage (1)

Objectives

Measure MphasiS relationship with its employees

Identify the key drivers of employee commitment to MphasiS

And hence, to help develop an action plan that prioritizes areas for time-based

action

Methodology

Employee Commitment Study using the TRI*M Stakeholder Management

System

Quantitative study using a web-based structured questionnaire

Coverage

Towers

Apps, BPO Domestic & International, ITO Core, Service Desk and Corporate

Support

Locations

India, Asia Pacific, North America & Europe.

In India 9 locations - Chennai, Bangalore, Mumbai, Pune, Ahmedabad, Noida,

Indore, Mangalore and Pondicherry


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-3-

Background & Coverage (2)- Definitions

TRI*M INDEX: Level of employee Commitment to the organization

Ref: Slide No:6 to 11

TRI*M Typology: Describes employee-organization relationship in the context of existing

employee satisfaction and commitment levels

Ref: Slide Nos: 12 to 15

TRI*M GRID: Helps identify strengths and weakness of our organization as perceived by

employees

Ref Slide Nos: 16 to 22


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-4-


By Tower

Tower Employee

Universe

Sample

Achieved

%

Achieved

Apps 10049 9124 91

BPO International 4658 4343 93

BPO Domestic 5776 5196 90

ITO Core 774 714 92

ITO Service Desk 2196 1926 88

Corporate Support 1807 1481 82

TOTAL 25260 22784 90

By Country

Location Employee

Universe

Sample

Achieved

% Achieved

India 23393 21218 91

Asia Pacific/Oceania 155 141 91

Europe 442 357 81

North America 1174 978 83

Australia & NewZealand 96 90 94

TOTAL 25260 22784 90

By Location (India)

Location

Employee

Universe

Sample

Achieved% Achieved

Ahmedabad 694 676 97

Bangalore 7776 7221 93

Chennai 3340 3016 90

Hyderabad 37 37 100

Indore 1968 1820 92

Mangalore 327 318 97

Mumbai 1625 1416 87

Noida 373 358 96

Pondicherry 311 287 92

Pune 6421 5590 87

Vadodara 521 479 92

TOTAL 23393 21218 91


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-5-


By Level

Tower Employee

Universe

Sample

Achieved

% Achieved

Level 1 370 313 85

Level 2 9632 8753 91

Level 3 6061 5445 90

Level 4 3226 2922 91

Level 5 2516 2311 92

Level 6 1516 1340 88

Level 7 1047 905 86Level 8 453 407 90

Level 9 300 270 90

Level 10 107 95 89

Level 11 28 21 75

Level 12 4 2 50

TOTAL 25260 22784 90


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-6-

How Committed are our Employees ?


7/31- 7-- 7-

TRIM Index The Key Questions

How satisfied are you with your employment with MphasiS?

How strongly do you identify with MphasiS as a company?

If you were to reapply for a job today, would you reapply for ajob with MphasiS again?

How likely are you to recommend MphasiS as an employer to

others?

1

2

3

5

Overall

satisfaction

Recommendation

Rejoining

Identification4

How do you rate your colleagues motivation in your

immediate working environment?

Motivation of

colleagues

How would you assess the overall market performance andachievements of MphasiS as a company?6 Market Strength

TRIM

INDEX

100+

TRIM

INDEX

70-99

TRIM

INDEX

40-69

TRIM

INDEX

10-39

TRIM

INDEX


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-8--8-

TRI*M Index - Overall

2007 2008 2009

Top 2 Boxes

Overall Satisfaction 28 31 34

Recommendation 49 46 53

Rejoining 48 49 56

Identification 41 41 48

Motivation of colleagues 34 38 38

Market Strength 45 42 63

Mid Box



Rejoining 30 30 29




Bottom 2 Boxes



Rejoining 22 21 15




TRI*M Index at 63 is a significant increase from 2008

The index seems to be driven mainly by market strength of the

company, coupled with intention to rejoin and recommend

MphasiS to others.

Excellent

Employee

Retention

Poor

Employee

Retention

Base 3751 19825 22784

53 54

0

20

40

60

80

100

2007 2008 2009

63


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-9--9-

40

52

65

77

66

49

64

73

59

5753

49

41

60

56

Bottom 10% Bottom 33% Mean Top 33% Top 10%

Worldwide Asia (without Japan/Korea) India

MphasiS TRI*M Index Benchmarked

Base: 1,600,000 65,000 16,000

MphasiS TRI*M Index is

63

MphasiS TRI*M index is closer to the Top 33% organizations in India and worldwide, moving up from the bottom

50% last year.


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-10-

TRI*M Index By Level and Towers

Excellent Employee Retention

Poor Employee Retention

76

65

4844 43

3935

3842

4551

60 58 56 55 5761 60 63

83

6973

0

20

40

60

80

100

Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7 Level 8 Level 9 Level

10

Level

11

2008 2009

43

6367

64

47

39

60

49 5157

74

6468

6356

4748

75

0

20

40

60

80

100

APPS BPO Domestic BPO

International

Corporate

Support

ITO Core ITO Service

Desk

2007 2008 2009

Levels at either ends relatively better satisfied compared to the levels in the middle, however the

middle manager index has raised more significantly from last year

Vastly improved performance across most towers. BPO Domestic has also managed to come closeto the high index last year



Base - 2009 9124 5196 19264343 714 1481

Base - 2009 313 8753 2922 9055445 2311 407 270 95 211340

Level

Tower

-Significant increase vs. 2008

- Significant decrease vs. 2008

- Index below average

- Index above average

MphasiS TRI*M

Index is 63

MphasiS TRI*M

Index is 63


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-11-

TRI*MIndex Executive Talent and High Performers

-11-

44

81

0

20

40

60

80

100

2008 2009

Excellent

Employee

Retention

Poor

Employee

Retention

Base17

24

Executive

Talent Pool

45

62

0

20

40

60

80

100

2008 2009

Excellent

Employee

Retention

Poor

Employee

Retention

Top performers

Base

TRI*M index for Executive Talent Pool , comprising of High potentials in Levels 10 and 11, has gone up to 81 from 44

TRI*M index for Top performers, comprising of all top performers across all levels, has risen to 62 from 45.


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-12-

How can we classify our employees ?


13/31

TRI*M Typology

Recommendation

Overall performance

Performance/Market strength

Rejoining/Motivation of colleagues

Satisfied & motivated

employees

Dissatisfied but committed to

stay on

Neither satisfied nor

committed, virtually ready

to shift.

Satisfied but not

committed. Could shift for

better opportunities. 59%

25%

Drivers

Critics

Resident

Detached

Satisfaction

Motivating environment


14/31

TRI*M Typology

Increase in proportion ofdrivers and decrease in proportion ofdetached has caused an increase in TRI*M Index

at the overall level

Compared to other studies we have done in this area, our issue seems to be more in the satisfaction aspect rather

than motivating environment.

Overall - Typology

Drivers

23%

Critics18%

Residents20 %

Detached

39%

Satisfaction

MotivatingEnvironment

TRI*M Index 63

Base 22784

- Indicates increase vs. 2008

- Indicates decrease vs. 2008

15 1723

14

18

22 21

20

4948

39

14

2007 2008 2009

DRIVERS CRITICS RESIDENT DETACHED

Overall- Across Waves


15/31- 15-

23 2014 19

1813

1211

2031 33 34

39 36 41 36

MphasiS India Asia (without

Japan/Korea)

World

DRIVERS CRITICS REISDENTS DETACHED

MphasiS TRI*M Typology Benchmarked

Combined % of Drivers and Critics in MphasiS is higher than the global benchmarks, indicating better scores on

motivating environment


16/31- 16-

What aspects do we need to work on ?


17/31

-17-

We has asked employees to rate the relative importance of all the parameters on a 5 point scale where 5 means it

is extremely important and 1 means not at all important to you

Also employees were asked to rate their assessment of MphasiS on these parameters using a 5 point scale where

5 means excellent and 1 means poor to you

Not at all ImportantNot Very ImportantFairly ImportantVery Important

Extremely Important

Importance1

PoorFairGoodVery good

Excellent

Satisfaction1

Measuring Importance and Satisfaction on product /service attributes

Positive work

environment

Sense of

security

Organizational

culture

Relevance of

work

Expectation

Distribution of

work

Clarity

Communication

Trust

Open to ideas

Shares credit

Constructive

feedback

Good

infrastructure

Work life

balance

CommunicationTeam workLeadership

Manager and

Team leadersWork place

TRI*M Grids (1)


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-18--18-

Fix weaknesses and leverage strengths to gain

competitive advantage

Exploit these hidden opportunities before the

competition!

Do not fall below average, but do not invest too much

due to diminishing returns.

Reduce investment if traditional elements, but allow

new services to start and develop from here!

Impact on Employee Retention

StatedImportance

HighLow

Low

High

MOTIVATORS

HIDDEN

OPPORTUNITIES

POTENTIALS?/

SAVERS?

HYGIENICS

Work life balance

Focus on goal

Team work

Shares Credit

Good infrastructure

Performance

Far above average

Above average Far below average

Below average

Average

Understanding employee requirements

TRI*M Grids - Definition (2)

Sample Data


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-20-

Summary of Strengths - Overall

positive negative

H07 I am proud of the external reputation of the company

H06 I feel a sense of pride when I talk about my organization to others

H01 MphasiS is dynamic one that is able to manage growthE01 Relevance of work to organizations goals

A04 We are result-oriented and we demand excellence from ourselves and from each other.

H04 The organization is an equal opportunity employer (no discrimination based on religion/ gender/ caste/

creed/ place of origin/disability)

H03 There is a clear corporate vision for sustained growth

F01 Goal setting is done and I am aware of my goals.

C06 My Manager encourages healthy dialogue and debate to arrive at best solutions

C05 My Manager listens and offers constructive feedback to the team

C04 My Manager gives freedom in functioning, decision making and implementation

C03 My Manager is fair and shares credit for the success of a project with the team

C01 My Manager takes timely and quality decisions

H02 MphasiS is innovative

A01 We promote an open culture and respect diverse viewpoints.

A05 We do our best to honour our commitments to all our stakeholders.

A03 We have a culture of working together and being collaborative.


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Summary of Weaknesses - Overall

TRI*M Index 63

positive negative

G02 Recognition for work done

F04 Opportunities for growth exists for an individual within the organization

E03 Fair distribution of work across the team

E02 Expectations from my job/role are clear

D02 Forums are available for meaningful communication with senior management

A02 We are Transparent and Honest in dealing with all issues.

G01 Compensation is fair and commensurate with my role, responsibility and performance


21/31

-22-

Way Forward


22/31

-23--23-

Way Forward

Focus areas centre around Compensation & Recognition, Learning, and Performance Management

While there is a need to address compensation structure; the following perceptions emerge as very

important to employees:

- Recognition for work done a performance based bonus program, for instance (if not already inexistence)

- Compensation should be fair and commensurate with the employees role, responsibility andperformance

Employees rate Learning as a very important dimension in their career path. From the company

point of view, there is always a need for productive and efficient workforce. Therefore:

- Training programs on internal tools and processes, leadership skills, soft skills like communication skills,team building, etcApart from on the job training; seminars and training programs could be organized

for the team in collaboration with reputed institutions etc.

Employees should have opportunities for growth within the organization :

- Regular performance reviews by managers - Weekly once work in progress meetings could beconducted to share experiences

- Performance linked variable pay, target setting etc


23/31

- 25-

TRI*M Index By Verticals Within Each Tower



57 62 62 60 5763

55 53 58 57 53 59 53 59

0

20

40

60

80

100

APPS

&Bu

sinessOps

RMG

CIO

Communication

Consumer

Industries

Delivery

Assurance

Financial

Services

Healthcare

Manufacturing

Practices

Reso

urceMgmt

Sales

T

echnology

Transportation

Base - 124 27* 248 793 566 38 2536 848 1541 1080 517 118 254 556

AppsAPPS

TRI*M Index is 57



Base - 4343 1117 283 657 474 1811

BPO- DomesticBPO- Domestic

TRI*M Index is 74

74 78 74

8778

66

0

20

40

60

80

100

BPO Domestic Dom BPO

South,Bangalore

Dom BPO

South,Pondy

Dom BPO

West,Ahmedabad

,Dom BPO West

Baroda

Dom BPO

West,Indore

* - low base




24/31

- 26-

63

49 44

58 6165

59

39

60

7464

7669

77 77

5564 68

46 47

7277

0

20

40

60

80

100

ITO-Core

Client

Operations

DCS

DCS-BUR

DCS-DBA

DCS-EM

DCS-MW

DCS-SYM

-DCS

TOOLS

DCS-UNIX

-DCS

WINTEL

GMDelivery

GMHosting

GMM&Q

GMOnline

Information

Security

Integration

Engineering

Network

Services

Solutioning

T&T

Workplace

MphasiS

Workplace

Services



6471

62 47

70 68

4658

86

4662 54

0

20

40

60

80

100

BPO

In

ternational

&

Banking

Financial

Business

Caps&Ops

DSC

Eldorado

Enterprise

F&A

GlobalSales

Support

H

ealthCare

HRO

Insurance

Sales

BPO InternationalBPO International

TRI*M Index is 64



ITO- CoreITO- Core

TRI*M Index is 63

* - low base

Base - 1926 187 13* 83 115 164 66 52 135 129 149 9* 31 12* 97 153 201 122 10* 12* 83 89

Base - 5196 2192 131 59 115 810 568 18* 78 192 1016 15*



TRI*M Index By Verticals Within Each Tower


25/31

- 27-

TRI*M Index By Tower and Vertical

56 56

0

20

40

60

80

100

ITO - Service Desk MphasiS ITO - SD



Base - 1481 1479

ITO- Service Desk ITO- Service DeskTRI*M Index is 56

68

84

56 52

7665 68 65 66

74

58

0

20

40

60

80

100

Corporate

Support

Admin,

Real

&E

state

Transport

Biz

Excellence

Business

Support

CRO

Finance

HR

Legal

Marketing

S

upplyChain

Tech

D

evelopment



Corporate Support

Corporate Support

TRI*M Index is 68

Base - 714 127 116 9* 14* 129 234 11* 8* 14* 36

* - low base


- Index below average *Low base


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-29-

A01 We promote an open culture and respect diverse

viewpoints

A02 We are Transparent and Honest in dealing with all

issues.

A03 We have a culture of working together and being

collaborative.

A04 We are result-oriented and we demand excellence

from ourselves and from each other

A05 We do our best to honour our commitments to all

our stakeholders.

TRI*M Grids Attribute Level (1)

PerformanceFar above average


Below average

Average

Winning Culture

TRI*M Index 63

Impact on Employee Commitment

StatedImpo

rtance

HighLowLow

H

igh

Motivators

Hidden OpportunitiesPotentials?/Savers?

Hygienics

A01

A02

A03

A04

A05

Base 22784


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-36-

G01 Compensation is fair and commensurate with my

role, responsibility and performance

G02 Recognition for work done

TRI*M Grids Attribute Level (9)

Compensation and Recognition

TRI*M Index 63

PerformanceFar above average


Below average

AverageBase 22784

Impact on Employee Commitment

StatedImpo

rtance

HighLowLow

H

igh

Motivators

Hidden OpportunitiesPotentials?/Savers?

Hygienics

G01

G02


28/31

- 38-

Bundle Index and leverage


29/31

- 39-

The TRI*M Bundle Performance Score is given as one number on the known TRI*M scale. The valueof the score depends on two factors

On the one hand it depends on the level of the overall TRI*M Index, on the other hand it depends

on the performance of the items which are included in a Bundle.

The bundle performance allows each process owner to compare his process (represented by the

bundle) to the overall TRI*M Index at one glance.

If the bundle performance outperforms the TRI*M Index the process will work well.

Compare process score with overall index

TRI*M bundle performance (1)

Bundle metrics calculation

For each of the defined TRI*M Bundles two scores are calculated.

Bundle performance (TRI*M Index scale)

Process owners get the performance of their own process in comparison to the overall TRI*M

Index

Leverage metric (0-10-point-scale) based on the bundle position in the TRI*M Grid

Supports the decision with regard to the allocation of resources to the process or project


30/31

- 40-

Overall Bundle Index and leverage

60 60

48

71

58

6563

67 67

48

0

5

5

6 6

3

7 7 7

0

10

20

30

40

50

60

70

80

90

100

Overall

Winning

Culture

Infrastru

cture

&Autom

ation

ReportingM

anag

ers

Commu

nication

JonConten

t

Perfo

rman

ceMan

agem

ent

Comp

ensatio

n&Rec

ognition

Compan

yIma

ge

Learning

0

2

4

6

8

10

Index Leverage

High leverage scores noted for dimensions such as winning cul ture, job content , per formance

management, compensat ionand company image

MphasiS immediate focus should be onperformance managementand compensation & recognition,

clearly the overall index is affected by these dimensions, as it has high leverage scores


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Thank you !

voe results - presentation

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