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. Although the IT industry in India has existed since the early 1980s, it was the early and mid 1990s that saw the emergence of outsourcing. One of the first outsourced services was medical transcription, but outsourcing of business processes like data processing, billing, and customer support began towards the end of the 1990s when MNC's established wholly owned subsidiaries, which catered to the process off-shoring requirements of their parent companies. Some of the earliest players in the Indian market were American Express, GE Capital and British Airways.
The spectrum of services offered by Indian companies has evolved substantially from its humble beginnings. Today, Indian companies are offering a variety of outsourced services ranging from customer care, transcription, billing services and database marketing, to Web sales/marketing, accounting, tax processing, transaction document management, telesales/telemarketing, HR hiring and biotech research.
[...] TECHNIQUES OF ANALYSIS The data collected was categorized and tabulated in percentage forms in a tabular form RESEARCH ANALYSIS TOOLS AND SOFTWARES The data was collected, typed, edited and arranged using Ms-word Ms-Excel Ms-PowerPoint Internet Intranet Human Resource Management Simply put, human resource management (HRM) is a management function that helps managers recruit, select, train and develop members for an organization Obviously, HRM is concerned with the people's dimension in organizations. We quote 3 definitions in HRM. series of integrated decisions that form the employment relationship; the quality contributes to the ability of the organizations and the employees to achieve their objective”. [...]
[...] Current manpower status with respect to: Existing manpower Total manpower budget Pending sanctioned requisitions Manpower project New projects and expansions planned Reallocation of existing manpower Anticipated attrition The resource management committee meets once a month to review The monthly resources plan also takes into consideration the current and planned core competencies and competency development needs. For each identified critical competency in the workforce plan, a detailed competency development plan is made and progress in development plan is made and progress in development of the competency is tracked and reviewed against plan. [...]
[...] With its commitment for quality of their operation SBSPL is becoming a major entity of Siemens family. They are also looking forward to grab more opportunities and assignments from outside clients. With the support of Siemens AG with its vast resources SBSPL will become one of their largest outsourcing business group in the near future. The shared values, traits and behaviors have contributed to the success of the organisation,Key findings of the study shows that the high class recruitment policies of Siemens helped them in grabbing success [...]
[...] October2004–Accounting and Finance, Human Resources, information technology and logistics clusters formed per Siemens Management System. October 2003- Identified as a key Siemens Management System initiative under Global competitiveness. November 2002- migrated several accounting processes to existing Siemens facility in Bangalore, India March 2002- Denice Kronau joins as President and CEO. February 2001- Identified as a top + US BI. October 1999- Formed by consolidating existing services provided by Siemens Corporation and Siemens Medical Solutions. CONCEPT OF SHARED SERVICES Many large MNC were compelled to disaggregate and divitionalise during the 1970's and 1980's in order to counter large internal beurocrats that were unwieldy slow and rigid and the consequences of divisionalisation is the huge compulsion to develop several non core skills across division and legal entity within the MNC, there was complete proliferation of Data centers. [...]
[...] Siemens is positioned to provide their clients with all the end-to-end components to deliver highest quality service: Global process transitioning 3,000 + staff performing client service operations Large-scale mail handling Imaging and document handling centers Call centers Print fulfillment centers Multiple onshore processing locations Multiple global service delivery locations: Service management Process improvement Process re-engineering Process automation Technology capabilities CRM SIEMENS Global Sourcing Approach To Business Process Outsourcing Siemens Business Services has a decade of experience in sourcing business processes successfully around the world both for themselves and for the customers. [...]
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