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WNS has been recognized by the industry for our expertise in recruiting, hiring
and training new employees. We have been ranked No. 1 in Human Capital Development
by neoIT in a global survey of BPO providers and we also have won several national
awards for our assessment center framework.
WNS also has the lowest attrition
in the industry. We have been successful in attracting and retaining the best
talent in the industry through the use of cutting-edge recruiting practices
such as our Predictive Index methodologies, as well as our world-class training
and career development programs.
Some of
the measures we use to manage attrition include:
- Career growth through development centers: Development
centers help associates build on their strengths and address their areas
of development. They enable them to prepare for their next stage of growth.
Associates can complete a development center twice a year. If an employee
is evaluated as suitable for promotion into a team leader position, he or
she can become a team leader immediately if a position is vacant. If there
are no vacancies, he or she handles additional responsibility until a position
becomes available. For employees with technical or quantitative skills that
are stronger than their team management skills, there are opportunities to
grow into specialist roles such as a subject matter expert or a quality control
position.
- Skill mapping and growth: All processes are categorized
on a scale of 1 to 7 based on their complexity and the type of skills required
to perform them. An associate can move from a lower to a higher skill process.
For instance, a processor who indexes correspondence received from customers
can move to another process that involves creating customized responses to
customers.
- Skill enhancement: We run several training programs through
the Learning Academy. Employees can select training programs and complete
courses at the Academy. As part of this initiative, employees complete a
mandatory number of training hours required to enhance their personal effectiveness,
improve team management skills and acquire new competencies.
- Voice of Employee survey: We regularly conduct the Voice
of Employee (VoE) survey, which seeks employee feedback and serves as an
indicator of their satisfaction. The survey broadly covers roles, rotation,
training, growth, compensation, work environment and communication. Survey
results are communicated to the operations teams, and both HR and Operations
develop programs to address areas with poor employee satisfaction.
- Women-friendly work environment: Twenty percent of our
senior executives are women and we employ more than 4,250 women (approximately
45% of our workforce) in our centers. We have a forum at the corporate level
to specifically identify and address women-related issues in the workplace.
We also operate committees, at each of our locations in India that are focused
on the issue of sexual harassment. We offer insurance support, medical assistance
and flexible work hour support to our female employees. We are evaluating
several such initiatives for the upcoming year with specific budgetary allocations
made for this program.
- Great Places to Work Framework: WNS has also adopted
the Great Place to Work© framework for improving relationships at work.
This framework looks at the workplace from an employee's viewpoint
and covers the three key aspects of trust, pride and camaraderie. This framework
is used globally and has resulted in higher employee satisfaction and lower
attrition. In the November 2004 edition of a leading industry magazine, Business
World, WNS ranked third in "Great Places to Work".
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