Process Quality, Attrition and Employee Engagement

Project Details:
The scope of the project included three main areas: 1> Accuracy, 2> Employee Engagement, and 3> Attrition 1> Accuracy was the biggest concern in Q4 of 2007 as the QC score was constantly dropping and we had received several complaints from the clients about errors in the final output 2> Team bonding was lacking as we had new recruits in the team there are 5 sub processes for 16 FTEs 3> Attrition, although not high enough to stall / paralyze operations, was a concern as training new people frequently had been becoming too taxing

Implementation Strategy:
1> Accuracy: Identified all possible areas where an error may occur, in a brainstorming session involving all team members Collated error data and categorized it for the duration of six weeks After analyzing error trend, devised and employed a QC plan. The QC plan involves everyone in the team Details on the next slide 2> Employee Engagement: Various activities / games / events were organized Combined huddles / team meetings were conducted People were cross-trained on processes and made to share best practices 3> Attrition: Shared the CEOs vision for WNS with the Team. Made them feel a part of something Big Spread awareness about WNS - the organization, the brand value and the benefits we enjoy at KS Discussed the way forward for the team and every individual in the team Encouraged and leveraged them to participate in corpcomm events, sports etc. Spent more time with the people, helped my teammates with leaves, shift timings etc. Encouraged and motivated the team whenever I got a chance
WNS Global Services Private Limited, 2007. WNS Proprietary Information.

QC Plan
Quality target set by clients = 95% Internal target = 97.00%

Strategy:
Analyzed the error trend and the root cause for the errors, and concluded that the best way to deliver error free output is by quality checking 100% of the work before uploading it to the clients.

Steps Implemented
Encouraged everyone to run a self quality check before uploading their daily work. Divided the team in three groups and asked them to perform 1st level of QC for the target group by EOD everyday. Made this responsibility a part of their KPIs. The second level of QC to be done by one dedicated analyst, for 5 10 % sample size. (A pre-published evaluation form is used to arrive at scores out of 100 points.) Implemented a system to track errors spotted by groups and to ensure whether the errors are rectified on the same day. Created a tracker to store all the client provided process updates and all other county specific details. Encouraged the team to work towards process improvement Ideas and share best practices. Client feedback is quantified and given specific importance in the final QC score.

WNS Global Services Private Limited, 2007. WNS Proprietary Information.

QC Plan
Level 1 Self QC

Group 1

Level 2

QC by Team mates

Group 3

Group 2

Level 3

QC by Team Coach and Scoring/Rating

Level 4

Client feedback on errors spotted

Re-work / Correction at each level

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Impact Metrics [Before & After attending LEAP Session & Project Implementation]:
Quality Score %
100.00% 99.00% 98.00% 97.00% 96.00% 95.00% 94.00% 93.00% 92.00%

97.46% 96.85% 96.12% 95.10%

97.98%

97.97%

Nov

Dec

Jan

Feb

Mar

Apr

What are your control measures?

Continuous control of the QC plan implemented To keep tracking the errors and be on the lookout for any new area where error may occur To maintain the file with all the new Updates to reduce the people dependency of the process.

WNS Global Services Private Limited, 2007. WNS Proprietary Information.

Impact Metrics [Before & After attending LEAP Session & Project Implementation]:
Attrition % Annualised
30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.00% Sept Oct Nov Dec Jan Feb Mar Apr
0.00% 0.00% 0.00% 11.00% 8.00%

0.00%

0.00%

0.00%

What are your control measures?

Provide continuous motivation to each team member More Frequent 1-O-1 sessions and VOE survey to be done Continuous support towards training and development of each team member

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Impact Metrics [Before & After attending LEAP Session & Project Implementation]:
Client Feedback Score (QTLY)
5.00 4 4.00 3.00 2.00 1.00 0.00 Q4 2007
Oct-Nov-Dec

4.5

Q1 2008
Jan-Feb-Mar

What are your control measures?

Keep improving the client feedback score by: Adhering to the QC plan and refining the process Deliver higher accuracy output Keeping the attrition low Tenured and experienced team

WNS Global Services Private Limited, 2007. WNS Proprietary Information.

Learning's / Tools from LEAP used post training

Learning
1. Learning Style

Implementation
Identified Learning style of each member and shared result with Sitanshu and the trainers in the team. Conducted a Learning style test for 32 people and the results were made known to the respective manages. Explained the process of classifying an individual and strategies to be used for each type of learner.

Outcome
Different strategies/methods are used to train new recruits and cross training existing people, based on the natural learning style of the person.

2. Motivation

Shared various bits of motivational theories discussed in LEAP training with the team. (Whale done etc.)

Team feels all charged up and energized, which motivates them to work hard even in stressful or pressurized situation

WNS Global Services Private Limited, 2007. WNS Proprietary Information.

Learning's / Tools from LEAP used post training

Learning
3. Leadership Theories

Implementation
The self assessments which we had carried out during training helped me in evaluating myself thoroughly. (MBTI, Situational Leadership, Effective decision Making, etc.) I analyzed each team member and classified them in various categories. (Competence Commitment charting, etc.)

Outcome
The outcome of the self tests I took made me realize the areas I needed to work on / concentrate.

Situational leadership theory helped me in tackling different situations more efficiently

Classification of team members made delegating work and directing them easier and effective.

WNS Global Services Private Limited, 2007. WNS Proprietary Information.