The outsourcing history of India is one of phenomenal growth in a very short span of time. The idea of outsourcing has its roots in the 'competitive advantage' theory propagated by Adam Smith in his book 'The Wealth of Nations' which was published in 1776. Over the years, the meaning of the term 'outsourcing' has undergone a sea-change. What started off as the shifting of manufacturing to countries providing cheap labor during the Industrial Revolution, has taken on a new connotation in today's scenario. In a world where IT has become the backbone of businesses worldwide, 'outsourcing' is the process through which one company hands over part of its work to another company, making it responsible for the design and implementation of the business process under strict guidelines regarding requirements and specifications from the outsourcing company. This process is beneficial to both the outsourcing company and the service provider, as enables the outsourcer to reduce costs and increase quality in non core areas of business and utilize his expertise and competencies to the maximum. And now we can see the benefit to the service companies in India as they mature, prosper and build core capabilities beyond what would generally be possible by the outsourcing company. Since the onset of globalization in India during the early 1990s, successive Indian governments have pursued programs of economic reform committed to liberalization and privatization. Till 1994, the Indian telecom sector was under direct governmental control and the state owned units enjoyed a monopoly in the market. In 1994, the government announced a policy under which the sector was liberalized and private participation was encouraged. The New Telecom Policy of 1999 brought in further changes with the introduction of IP telephony and ended the state monopoly on international calling facilities. This brought about a drastic reduction and this heralded the golden era for the ITES/BPO industry and ushered in a slew of inbound/outbound call centers and data processing centers.
Tags: Siemens BPO. Siemens HR strategy, Recruitment process in Siemens, Selection process in Siemens, Siemens BPO training
[...] The rating agency ICRA reports that by 2006, South-east Asian countries is expected to capture 56 per cent share of offshore business process outsourcing business, with the demand for BPO services increasing at an annual growth rate of 50 per cent during 2004-06. The size of the South- east Asian countriesn BPO market is likely to be around $9-12 billion by 2006 and it will employ around 400,000 people. While figures are a source of comfort for the BPO segment, there is much to be done to smooth the edges. [...]
[...] Recruitment is defined as a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient workforce. Objectives of recruitment The objectives of recruitment are: To attract people with multidimensional skills and experiences that suits the present and future organizational strategies To induct outsiders with a new perspective to lead the company To infuse fresh blood to all levels of the organization To develop an organizational culture that attracts competent people to the company To devise methodologies for assessing psychological traits To seek out non conventional developmental grounds of talent To search foe talent globally and not just within the company To anticipate and find people foe positions that does not exist yet Strategic management and recruitment Company strategies and recruitment strategies Corporations have started linking their strategic planning with recruitment policy. [...]
[...] STRATEGY: These are the plans of Siemens BPO Services Pvt Ltd., plans in response to or in anticipation of changes in its external environment, purpose, mission, objectives, goals and policies. OBJECTIVES To be one of the most preferred and sought after companies to work, by benchmarking with HR practices Selection, Development and retention of the best talent in the industry. To align individual objectives with organizational goals Promote culture based on performance and contribution. To create a sense of belongingness and amongst employees towards the company. [...]
[...] Interpretation: Major parts of the candidates are being offered the same post they applied for thus proving the recruitment and selection process excellent. Response No: of respondents Percentage Inference: Implication from the above table states that the firm recruits externally and internally Interpretation: Siemens HR keeps a right match in the selection and recruitment of candidates from internal and external sources. Response No: of respondents Percentage Inference: Implication from the above table states the major part of internal recruitment is through IJP's and through employee referrals. [...]
[...] MILESTONES GROWTH AND DEVELOPMENT OF SIEMENS When Siemens BPO was started it was headed by Mr M.N.Rao who was earlier Vice-President of Siemens.SBSL concentrated their efforts to play the role of high quality service provider, offering processing services of various kinds, principally to Siemens in America at very competitive Prices. It also intended to provide similar support to some of the key vendors of Siemens, particularly from United States aside including accounting works from Siemens internal work, BPO company in SOUTH-EAST ASIAN COUNTRIES was mandated to undertake similar long term Business process outsourcing assignments from the market place that get routed through SSl USA and SISL. [...]
APA Style reference
For your bibliographyOnline reading
with our online readerContent validated
by our reading committee
