Journal of Strategic Human Resource Management

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

A Research Study of Factors Influencing Talent Retention in BPO Industry


Affiliations
1 Associate Professor, Department of Management Studies, DAV Institute of Management, Faridabad, Haryana, India
     

   Subscribe/Renew Journal


The most challenging job in today's competitive world, for any organisation is to identify, recruit and retain a high quality workforce. It is an established fact that talent retention is a strategic tool to ensure competitive and corporate performance. In the war for talent, talented employee retention is getting harder day after day and continues to be the top priority for CEOs'. Low retention is seen in almost all fields but it is certainly alarming in the BPOs. In an extremely competitive market, it has become imperative for BPO organisations to look into the causes of low retention and come up with a strategy for retaining one's employees. This study attempts to find out the reasons of low employee retention in BPO (ITeS) industry and found that in order to prolong the employees' stay in the organisations, BPO companies must maintain a conducive organisation culture and should adopt a competitive rewards and recognition policies along with best of the facilities which can further help employees to maintain work life balance. The BPO (ITeS) employees appended greater value to organisation's atmosphere, supportive top management in comparison to salary and other monetary benefits.

Keywords

Attrition and Retention, BPO, Work Force Diversity, Organisation Culture, Work Life Integration
Subscription Login to verify subscription
User
Notifications
Font Size


  • Antonucci, Y. L. & Tucker III, J. J. (1998). IT Outsourcing: Current Trends, Benefits and Risks. Information Strategy: The Executive’s Journal, pp. 16-26.

  • Bhas, R. (2008). Money Matters. Times Assent-A Supplement of The Times of India, 28th May, 4.

  • John, M., Laryssa, T., Henryk, K. & Ian, G. (2003). Best Practices: Employee Retention. Toronto: Tomson- Carswell.

  • Lawler, E. E. III. (1990). Strategic Pay. San Francisco: Jossey –Bass.

  • Mercer Investment Consulting. (2006). Staff Retention Problems in China, From the Asia Corporate News Network. Retrieved 7th March 2010, from http://www.acnnewswire.net

  • Pillai, A. (2006). HR Issues in BPO. HRM Review, May, pp. 21-29.

  • Prakash, S. & Chowdhury, R. (2004). Managing Attrition in BPO, In Search of Excellence, Cool Avenues. Retrieved 16th February 2011, from http://www.coolavenues.com

  • Raina, D. & Anupama. (2006). Management of Call Centres-Boredom, Employee Attrition and Retention. The ICFAI Journal of Organisational Behaviour, 5(1), pp. 23-29.

  • Saket, J. & Sarkar, S. (2008). Integrating Talent Engagement as a Strategy to High Performance and Retention. Asia Pacific Business Review, 4(4), pp. 14-23.

  • Smith, & Gregory, P. (2001). Here Today, Here Tomorrow. Chicago: Dearbon Trade Publishing.

  • Verma, A. & Garg, P. (2011). Work is to Balance Life and Life is to Balance Work- A Comparative Study, Business and Management- Contemporary Research Issues (pp. 102-109). New Delhi, India: Macmillan Publishers India Limited.

  • Woodruffe, C. (2005). Employee Engagement. British Journal of Administrative Management, 50, pp. 28-29.


Abstract Views: 541

PDF Views: 0




  • A Research Study of Factors Influencing Talent Retention in BPO Industry

Abstract Views: 541  |  PDF Views: 0

Authors

Ritu Arora
Associate Professor, Department of Management Studies, DAV Institute of Management, Faridabad, Haryana, India

Abstract


The most challenging job in today's competitive world, for any organisation is to identify, recruit and retain a high quality workforce. It is an established fact that talent retention is a strategic tool to ensure competitive and corporate performance. In the war for talent, talented employee retention is getting harder day after day and continues to be the top priority for CEOs'. Low retention is seen in almost all fields but it is certainly alarming in the BPOs. In an extremely competitive market, it has become imperative for BPO organisations to look into the causes of low retention and come up with a strategy for retaining one's employees. This study attempts to find out the reasons of low employee retention in BPO (ITeS) industry and found that in order to prolong the employees' stay in the organisations, BPO companies must maintain a conducive organisation culture and should adopt a competitive rewards and recognition policies along with best of the facilities which can further help employees to maintain work life balance. The BPO (ITeS) employees appended greater value to organisation's atmosphere, supportive top management in comparison to salary and other monetary benefits.

Keywords


Attrition and Retention, BPO, Work Force Diversity, Organisation Culture, Work Life Integration

References