Transcript
A STUDY ON ORGANISATION’S FUNCTIONAL AREAS OF VILPOWER
SOLUTIONS INDIA (P) LIMITED IN NALLUR, AT ALANGULAM.
Institutional training report submitted in partial fulfilment of the
requirements for the award of the Degree of
MASTER OF BUSINESS ADMINISTRATION
BY
N.CHERMAARUNA
Register No: 950614631004
Under the guidance of
Mr.P.SELVAKUMAR,MBA.,
Department of Business Administration [MBA]
Einstein College of Engineering, Seethaparpanallur.
Tirunelveli– 627 012
June- 2015
CERTIFICATE
Certify that this project titled “A STUDY ON ORGANISATION’S
FUNCTIONAL DEAPARTMENTS OF VILPOWWER SOLUTIONS INDIA
(P) LTD AT NALLUR IN ALANGULAM” is the bonafide work of
Ms.N.CHERMAARUNA(Register number 950614631004),Who carried
out the project work under my supervision. Certified further that to the
best of my knowledge the work reported herein does not from part of any
other project report or dissertation on the basis of which a degree or
award was conferred on an earlier occasion on this or any other candidate.
Institutional Training Guide
Head of the
Department
Viva voce examination held on -------------------
Internal Examiner
Examiner
External
DECLARATION
I hereby declare that the institutional training report undergone at
VILPOWER SOLUTIONS INDIA (P) LTD is my original work and that no
part of this report has been submitted for the aware of any other Degree,
Diploma, fellowship or any other similar titles or prizes and that the work
has not been published in any scientific or popular journal or Magazine.
Place:
Date:
N.CHERMAARUNA
Reg.No:950614631004
ACKNOWLEDGEMENT
CERTIFICATE
Certify that this project titled “A STUDY ON ORGANISATION’S
FUNCTIONAL DEAPARTMENTS OF VILPOWWER SOLUTIONS INDIA
(P) LTD AT NALLUR IN ALANGULAM” is the bonafide work of
Ms.N.CHERMAARUNA(Register number 950614631004),Who carried
out the project work under my supervision. Certified further that to the
best of my knowledge the work reported herein does not from part of any
other project report or dissertation on the basis of which a degree or
award was conferred on an earlier occasion on this or any other candidate.
Institutional Training Guide
Head of
the Department
Viva voce examination held on -------------------
Internal Examiner
Examiner
External
Place:
Date:
N.CHERMAARUNA
Reg.No:950614631004
CHAPTER
CONTENTS
I
CHAPTER-I
1.1
Introduction about the Study
II
CHAPTER-II
2.1
2.2
Industry Profile
ITES
2.3
Growth of ITES Industry
2.4
SWOT Analysis
3.1
3.2
3.3
3.4
3.5
3.6
Company Profile
About Vilpower Solutions
Vilpower Solutions Team
Infrastructure
Organizational Structure
Human Resource
III
CHAPTER-III
IV
4.1
4.2
4.3
V
5.1
5.2
5.3
CHAPTER-IV
Objectives of the Study
Benefits of the study
Limitation of the Study
CHAPTER-V
Findings of the Study
Conclusion
Bibliography
CHAPTER-I
1.1 INTRODUCTION:
A study on functional areas in the deals with all the functional
departments of the company. All the departments play a vital role in the
company, each department performs separate task but they are inter related with
each other.
In order to make the work efficient the individual should be trained well.
Training is used as atoll for that and training differs based on curriculum and job
profile of each individual. The employees are given training and also motivated
in the organization to do their work very efficiently.
The Industrial training is also helpful to acquire new manipulative skills,
technical knowledge, problem solving approach and helps to have a better
understanding of the organization.
VILPOWER SOLUTIONS is absolutely committed to the southern rural
region which is on a march to prove its identity in outsourcing services in the
surrounding key areas.
True to NASSCOMs presage about the significant growth in BPO
industry, VILPOWER SOLUTIONS works in the process of exploring multiple
new delivery centres across the state in tier 2 & 3 cities meet the growing
demand for BPO services and to provide cost effective and convenient solutions
to meet client requirement To get familiar with the industrial activities and
various functional areas in the Organization. To get industrial exposure to the
real organization setup. To choose the career based on the experience through
internship training program.
CHAPTER-II
INDUSTRY PROFILE
2.1 ITES
The Information Technology-Enabled Services (ITES) industry is defined
as outsourcing of processes that can be enabled with information technology
and covers diverse areas like finance, HR, administration, health care,
telecommunication, manufacturing etc. It provides services that are delivered
over telecom or data network to a range of external business areas.
The growth of ITES has opened windows for job opportunities, service
offerings and foreign investments in India.
Services provided by ITES
The outsourcing services provided by ITES industry are:
BPO
BPO stands for Business Process Outsourcing. Major corporations in the
US and Europe are outsourcing their back office operations to India to save
costs. e.g. employee payroll, data entry, voice calling for back end activities etc.
KPO
Knowledge
Process
Outsourcing describes
the outsourcing of
core
business activities, which often are competitively important or form an integral
part of a company's value chain. Therefore KPO requires advanced analytical
and technical skills as well as a high degree of proprietary domain expertise.
LPO
There is a new addition to the BPO family-legal process outsourcing or
LPO. When it began, LPO consisted of low-end transcription work, but no
longer. LPO now includes a huge range of legal processes, such as patent
application drafting, legal research, pre-litigation documentation, advising
clients, writing software licensing agreements and drafting distribution
agreements.
RPO
RPO stands for Research Process Outsourcing. This is popular in the
biotech industry. Clients outsource their R&D work. This was termed reportedly
by India's biotech queen KiranMazumdar-Shaw.RPO also stands for
Recruitment Process Outsourcing.
.
Procurement BPO
Procurement BPO is transfer of management and execution of one of more
procurement activities, transfer of the entire procurement sub-segments or
transfer of the entire procurement business functions to an external provider. It
offers increased productivity, cost reduction and business transformation to the
client.
Difference between IT & ITES Industry
IT, Information Technology Includes all matters concerned with the
furtherance of computer science and technology and with the design,
development, installation, and implementation of information systems and
applications.
ITES, Information Technology Enabled Service, is defined as outsourcing
of processes that can be enabled with information technology and covers
diverse areas like finance, HR, administration, health care, telecommunication,
manufacturing etc.
India's Potential
The country's strengths in the form of low staff costs, a large pool of
skilled, English speaking workforce, conductive policy environment and
Government support has made India a popular choice for customers seeking
outsourced services. Indian Government is making assiduous effort for
promoting ITES. The country is well positioned to derive benefits from the
ITES market and become a key hub for ITES services.
2.2 GROWTH OF ITES INDUSTRY
Background
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.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.
Despite being a fledgling in the global ITES/BPO industry, the Indian
ITES industry recorded a growth rate in excess of 50% in 2002-03. Industry
experts consider this a positive indication of the times to come and a look at the
ranking and the revenue and headcount statistics show the potential of the
industry. The global ITES/BPO industry was valued at around US$ 773 billion
during 2002 and according to estimates by the International Data Corporation
worldwide, it is expected to grow at a Compounded Annual Growth Rate
(CAGR) of 9% during the period 2002-2006.
Future
The India domestic IT and ITES market is expected to cross the
Rs.2,00,000crores (USD 50 billion) mark in 2012 compared to Rs. 90,014
crores recorded in 2007, according to IDC India. This translates into a
compounded annual growth rate (CAGR) of 18.4 per cent in the five-year
period. Together with IT and ITES exports revenue of Rs.3,20,278 crores, the
total IT and ITES industry size will grow to Rs. 5,29,976 crores (USD 132
billion) by 2012, representing a CAGR of 16.5 per cent.
BPO
Business process outsourcing (BPO) is a subset of outsourcing that
involves the contracting of the operations and responsibilities of specific
business functions (or processes) to a third-party service provider. Examples of
such business process outsourcing (BPO) include customer service, web-content
development, back office management and network consultancy etc.
Services by BPO
BPO is typically categorized into back office outsourcing (when doing
conversation in voice process) - which includes internal business functions such
as human resources or finance and accounting, and front office outsourcing which includes customer-related services (like Customer care) such as contact
centre services.
BPO-An Overview
Client 1 to client n represents the clients which are big IT companies
located in foreign countries. These IT companies outsource their process to the
vendor which is located in tier 1 location of the home country. And these
companies outsource the process to various concerns like BPO, rural BPO and
small player companies which may be located at tier 2 or tier 3 locations. Thus
the activities of BPO are processed.
Benefits and limitations
The main advantage of BPO is the way in which it helps increase a
company's flexibility. However, several sources have different ways in which
they perceive organizational flexibility. In early 2000s BPO was all about cost
efficiency, which allowed a certain level of flexibility at the time. Due to
technological advances and changes in the industry (specifically the move to
more service-based rather than product-based contracts), companies who choose
to outsource their back-office increasingly look for time flexibility and direct
quality control .Business process outsourcing enhances the flexibility of an
organization in different ways:
Most services provided by BPO vendors are offered on a fee-for-service
basis, using business models such as Remote In-Sourcing or similar software
development and outsourcing models This can help a company to become more
flexible by transforming fixed into variable costs. A variable cost structure helps
a company responding to changes in required capacity and does not require a
company to invest in assets, thereby making the company more flexible.
Outsourcing may provide a firm with increased flexibility in its resource
management and may reduce response times to major environmental changes.
Another way in which BPO contributes to a company’s flexibility is that
a company is able to focus on its core competencies, without being burdened by
the demands of bureaucratic restraints. Key employees are herewith released
from performing non-core or administrative processes and can invest more time
and energy in building the firm’s core businesses. The key lies in knowing
which of the main value drivers to focus on – customer intimacy, product
leadership, or operational excellence. Focusing more on one of these drivers
may help a company create a competitive edge.
A third way in which BPO increases organizational flexibility is by
increasing the speed of business processes. Supply chain management with the
effective use of supply chain partners and business process outsourcing
increases the speed of several business processes, such as the throughput in the
case of a manufacturing company.
Finally, flexibility is seen as a stage in the organizational life cycle: A
company can maintain growth goals while avoiding standard business
bottlenecks.
BPO therefore allows firms to retain their entrepreneurial speed and
agility, which they would otherwise sacrifice in order to become efficient as
they expanded. It avoids a premature internal transition from its informal
entrepreneurial phase to a more bureaucratic mode of operation.
A company may be able to grow at a faster pace as it will be less
constrained by large capital expenditures for people or equipment that may take
years to amortize, may become out dated or turn out to be a poor match for the
company over time.
Although the above-mentioned arguments favour the view that BPO
increases the flexibility of organizations, management needs to be careful with
the implementation of it as there are issues, which work against these
advantages. Among problems, which arise in practice are: A failure to meet
service levels, unclear contractual issues, changing requirements and unforeseen
charges, and a dependence on the BPO which reduces flexibility. Consequently,
these challenges need to be considered before a company decides to engage in
business process outsourcing.
A further issue is that in many cases there is little that differentiates the
BPO providers other than size. They often provide similar services, have similar
geographic footprints, leverage similar technology stacks, and have similar
Quality Improvement approaches.
Threats
Risk is the major drawback with Business Process Outsourcing.
Outsourcing of an Information System, for example, can cause security risks
both from a communication and from a privacy perspective. For example,
security of North American or European company data is more difficult to
maintain when accessed or controlled in the Indian Sub-Continent. From a
knowledge perspective, a changing attitude in employees, underestimation of
running costs and the major risk of losing independence, outsourcing leads to a
different relationship between an organization and its contractor.
Risks and threats of outsourcing must therefore be managed, to achieve
any benefits. In order to manage outsourcing in a structured way, maximizing
STRENGTHS
WEAKNESS
Large no. of talented graduates
Scarce foreign language skills
other than English.
Affordable
and quality
education risks
as
positive outcome,
minimizing
and avoiding any threats, a Business
Lack of customer service
compared to developed countries
continuity management (BCM) model is set up.culture
BCM consists of a set of steps,
English
language
benefit manage and control the business processes that are, or
to successfully
identify,
Expensive and poor quality
telecom infrastructure
can beWell-developed
outsourced.
IT industry
Anothercustomer
framework,
Strong
base ofmore
well focused on the identification process of
Poor electricity supply
known
companiesInformation Systems, identified as AHP, is explained. L.
potential
outsourceable
Cultural differences
Willcocks,
M. Lacity
G. Fitzgerald
Powerful
ventureand
capital
interest identify several contracting problems
in investing
growthfrom
opportunity
companies
face, in
ranging
unclear contract
formatting,
a lack of
High attrition
rates,totherefore
of people
understanding of technical IT- processes. BPOless
is ano.sector
whichwith
is processed
extensive call centre
business from outsources.
experience
2.3 SWOT ANALYSIS
Rural BPO
Rural BPO is a hiring venture to take responsibility for a business
process. Rural BPO is similar as BPO, but it is operating in Village panchayats.
Reasons for establishing rural BPO
To narrow the social and economical gap between rural and urban areas
Women Empowerment
Reverse Migration
To increase the number of Rural Entrepreneurs
Increase the Rural Employment ratio
To reduce the cost of operation
Features and challenges of Rural BPOs:
Very Low Attrition: Compared to BPOs in urban areas, rural
BPOs don’t suffer attrition problems. In fact attrition is almost
not present in rural BPOs.
Employment and Reverse migration: One of the key aspects
with rural BPOs is that it provides employment to villages and
smaller towns. Though it may not be as huge as that in the
bigger cities, they source resources and manpower locally. This
has led to many youth going back to their villages after they
had migrated to bigger cities for job opportunities.
Infrastructure challenges: Though BPOs in rural areas
suffer from obstacles like poor infrastructural facilities, lack of
internet connectivity and electricity, experts are of the opinion
that they are highly sustainable as they are cost efficient. They
are proving to be lucrative to both employers and the locals as
they have enabled a large rural population to earn and live with
dignity. Further, the gap between the metro cities and rural
locations has also been reducing and has imbibed true
concepts of globalization into India’s rural roots.
Rural BPOs have kindled the entrepreneurial spirit of many
in India and are surely changing outsourcing trends in India.
However the growth is small but steady. Only time will tell if
rural BPOs can bring in bigger growth to thousands of smaller
towns in India.
Rise of Rural BPOs in India
Though achieving extreme cost benefits has been the
underlying force driving businesses to set up BPOs in rural
India, there are other crucial factors which have augmented
this BPO trend.
Tasks Becoming Increasingly Mundane
When tier 1 cities started servicing more knowledge
intensive jobs like Knowledge Process Outsourcing and Legal
Process Outsourcing among others, non-core tasks like Data
Entry and Automated Data Processing Services became nonchallenging
and
non-competitive
to
the
highly
qualified
resources in these cities. This also triggered the slow and
steady movement of these kinds of jobs to tier-2 and tier-3
cities, towns, and villages, indicating a changing scenario for
the BPO sector in India.
1. Change Driven by Nature of Job
Certain
jobs
conversion,
like
or
Native
jobs
Language
requiring
low
Transcription
or
no
need
or
of
understanding English language, basic skills involving
monotonous or little usage of software and computer skills
etc., all became the ball bearings for inducing the rural
outsourcing and rural IT BPO industry in India.
2. Rising Costs in Cities
With India vying for major software contracts and its emergence as
world's leading software service provider; the cost of living,
infrastructure, medical care, etc., has seen a sharp rise in the cities,
invariably affecting the cost of BPO services in India, which has sort
of reached a tipping point now. This also made businesses to set up
rural BPO centres which are extremely cheaper.
Top Challenges Faced By Rural BPOs
Obviously the extreme cost benefits do not come easy. The
challenges posed by rural BPO in India seem extremely difficult,
and at times impossible too, but not insurmountable. Let's have
a look at the things that do not portray favorable picture of
Rural BPOs:
1. Power Facility
Some villages in India are still awaiting power connections, and others
who have experienced the light bulb but are still marred with long power cuts
and poor quality electrical connections.
2.Broadband Connectivity
Internet connections are of course a rarity and for villages who do browse
the Internet run on extremely low speeds making the whole experience
annoying.
3. Un-employable Resources
Poor educational infrastructure in villages and rural areas forces locals to
migrate towards greener pastures for quality education, and they usually don't
return. So, chances are that you have to tackle group of poorly qualified
resources to get your work done.
4. Intense Training
As the education levels are low you have to spend much time, resources
and money in getting them trained and workable.
The Road Ahead
The challenges mentioned above are surmountable, and
can be carefully and effectively addressed to make greater
inroads. No nation is untouched by the brain drain, and rural
areas in India are no different. However, reverse brain drain is a
possibility as most people are willing to return back if given job
opportunity in their own area. When put into practice, this
method may address the problem of unskilled workforce
effectively.
Secondly, 'Rise of BPO in India' is finding its true meaning
with many rural BPO outreach initiatives explored by innovative
businesses like the Source for Change - an initiative of the
Mumbai-based Primal Foundation. The good news is that
around 100 such organizations are likely operating around
India.
So, the future of rural BPO in India shows promise and
shall clearly encompass viable rural areas. If you have any
queries on outsourcing
call centre services to India or
regarding BPOs or KPOs, get in touch with representatives from
Outsource India now!
CHAPTER-III
COMPANY PROFILE
3.1 ABOUT VILPOWER SOLUTIONS
VilPower Solutions is a BPO services providing organization founded by
Mr A. Ezhilvanan. It was founded on July of 2010.
The aim of the company is to be reliable, responsive and provide costeffective, timely solution, meeting customer expectation through continuous
process improvement. They provide Business Process Outsourcing (BPO)
services for a variety of industry verticals including government.
VilPower Solutions being a Rural BPO organization at the same time they
set high benchmark on quality and delivery to that of any well established BPO
organization. This is a professionally organized company with the state of art
technology which could meet any type process that the client demands. The
organization selected and trained employees to be industry ready. They can be
easily moulded to the clients’ process in a short time.
The values of VilPower solutions include Teamwork, Enjoying
Productivity, long-Lasting Relationship, Commitment and Innovation. They
also prioritize and implement protection of customer specific personal
information and seek to enhance confidentiality standards as establish valuable
relationships with their customers, partners, local communities and employees.
Currently VilPower solution is on expansion mode widening the area of
operation and multi-fold increase in the manpower too.
3.2 VILPOWER SOLUTIONS TEAM
The team of VilPower solutions has experts in data entry and text support
with the skill set that matches the requirement of any top organization. The
initial level training provided by the company is designed in such a way that the
employees could mould themselves like a chameleon to any process within a
short span. The employees are shaped to the extent that they are ready to work
24X7 and 365 days thereby proving that employees of villages are competent
enough to match similar employees in metros. The raw skill obtained from our
team who originate from rural background, is systematically nurtured to meet
the human resource need of the organization.
The employees are recruited based on the eagerness to work, interest to
learn, flexible in time and ethical in all their works. The employees undergo 30
days of Skill Enhancement Training in which they are technically and mentally
prepared to meet the industry standards. The company currently runs with a fit
of 150seats and at a focusing for an increase of 200 in numbers. The VilPower
team focuses on innovation and quality which will eventually result in
significant productivity improvements and cost reductions.
3.3 INFRASTRUCTURE
VilPower solutions have made substantial investments in interior design,
computing network, internet and telecom connectivity, network security and
recovery management. The employees feel comfortable in the atmosphere with
all amenities. The office space is 6000 sq-ft with 24 hour support of Power
Back-Up.
3.4 DATA SECURITY
VilPower Solutions give utmost importance to secure the customers’ data.
Data security is managed via specific read/write access based on user roles.
Downloading and uploading of data can be done only from the server room and
only by system administrator. Accesses to data stored in the server for end-users
are restricted according to their. Accesses to data stored in the server for endusers are restricted according to their projects. Specific folders are assigned to
save their documents in the server and not in their local machines. Content
filtering in enabled at the LAN level to mitigate entry of malicious files from
internet. Entire LAN is protecte.
Entry to Server room where all the data is stored is restricted. Only systems
Administrators have access to the server room and all activities in the server
room are logged and periodically verified by the Management.
ORGANISATIONAL STRUCTURE
Founder and Executive Director
Managing Director
Manager Administration
Manager
Systems & Networks
Manager
Operations
Manager
Human Resources
Process
Manager A
Process
Manager B
Process
Manager C
Process
Manager D
Team Leader
A
Team Leader
B
Team Leader
C
Team Leader
D
Process
Associate
Process
Associate
Process
Associate
Process
Associate
Process
Associate
3.6HUMAN RESOURCES
As human resource is the main basic resource for every organization the
present process associate strength is 124 out of 121, 80% of ladies and 20% of
gents are working in the organisation. In administrative level, there are 13
peoples worked.
SHFT TIMINGS:
The time duration for each shift is Nine hours. In VilPower solutions, per
day there are 2 shifts for labours.
SHIFT :1
8.00A.M –
5.00P.M
SHIFT :2
1.00P.M – 10.00
P.M
RECRUITMENT PROCESS
The management of HR is an organization is the concerned of the
personnel department. Personal Department helps in attracting, holding,
maintains, planning, utilizing, training, and hiring an effective work place that
will aid in the accomplishment of the firm objectives.
Deputy management representative is the head of the personnel
department. He is responsible for providing good working conditions and more
facilities. Four members are working under him.
In this department they conduct training and allow placement to the
employees.
RECRUITMENT:
For Production department the age limit for recruitment is 18 to 24. In
case of others, age limit may vary according to the designation, educational
qualification of the workers. In this institution the educational qualification of
the workers should be above 8 the standard.
SELECTION:
Selection tests may provide information about their aptitude, interest,
typing speed, eye test, etc…selection tests are normally followed in the personal
interview of the candidates. The personal manager conducts it.
TRAINING:
The company for improving performance of the individual workers in
particular job conducts various training programmes.
POPULATION
The population for this research is various personnel in VilPower
solutions as Human resource manager, project manager, trainer and employees.
Population size (n) = 120
Where,
S.No
Particulars
Number
1
2
3
4
Employees
Admin Manager
Operation Manager
Managers
System&
s
111
1
1
1
5
6
7
Network
HR Manager
Process Managers
Public
Relationship
1
3
2
Managers
Total
120
PERCENTAGE ANALYSIS
Percentage analysis is the method to represent raw streams of data as a
percentage (a part in 100 percent) for better understanding of collected data.
PercentageAnalysis=
Numberofemployees
×100
Totalsamplesize
SYSTEM & NETWORKS
In a BPO company the systems and network is the backbone of the
company. The company runs under with some kind of the systems and
networks.
System:
Total no of systems = 120
Server:
Application = 1
Web =1
Data = 4
Backup = 2
Hardware firewall = 1
Connection:
Leased line connection (1:1) = 2 (5 Mbps & 2 Mbps)
SERVICES
The established service of VilPower solutions are better known in the
industry for quality, precision, cost effectiveness and above all, strict adherence
to the time deadline. One of the core strengths of VilPower Solutions is the
passion towards technological advancements and growing along. The clients for
VilPower solutions are Online E-services, SBL and Nine stars.
i) Media Monitoring Services
ii) Data Conversion
iii) Digitalization
iv) Data Entry
v) Data Capture
MEDIA MONITORING SERVICES
The VilPower solutions are worked with content in multiple languages,
formats and layouts. They helped the customers improve on cycle time, reduce
cost of operations and achieve world-class quality.
Experience of working with top media monitoring agencies of UK, US
and Norway.
Provide Output at popular file formats.
Well Established system for converting magazines and Newspapers into
individual articles in all available formats.
Process pretty good numbers in a minimized turnover time. Powered by
leased lines.
Input Files
: Full Page PDF Files
Output File
: Article PDF and Article XML
Mode of Receiving Files : FTP
Manual Process
: Clipping & Editing
DATA CONVERSION
Data conversion is the conversion of computer data from one format to
another.
The changing of the representation of data from one form to another,
as from binary to decimal, or from one physical recording medium to another,
as from card to disk.
Well equipped system can convert all types of data in all available
formats.
Powered by VilPower Engineering Team.
Input Files
Output File
: PDF File
: Microsoft Office Excel
Mode of Receiving Files
: Web Link
Project Nature
: Offline
DIGITALIZATION
Conversion services include conversion of all printed books and forms, webbased articles, magazines, paper-based data and manuscripts into electronic
formats such as e-books, e-research papers, e-magazines, e-brouchers and ejournals.
Experience of working with TN government for Digitalization of Printed
Application forms.
Digitalized Conversion of books, magazines and catalogues
E-Publishing (For all popular file formats)
E-Books
E-Research and scholarly papers
E-Brochures and journals
Increased productivity
World-class technology at lower rates
GENEALOGY PROCESS
This Genealogy process is a offline process, in which we have to convert the
Manual Handwritten into Excel Format. It is purely a type writing based work.
Input Files
Output File
: Scanned Handwritten JPEG or PDF Files
: Microsoft office Excel Format
Manual Process: Manuscript Conversion
Project Nature : Offline
Languages
: English, Sweedish
HISTORICAL NEWSPAPER
Our Company will receive the files based on CoC concept, in which we
have to separate the articles in Zoning process and have to correct the OCR read
text in Editing for the Headline, Sub headline, By line and Abstract for the
articles.
Mode of Receiving Files
: Web Link
Process Timing
: 8:00 AM to 5:00 PM & 1:00 PM to 10:00 PM
Manual Process
: Zoning & Editing
Auto Process
: PDF to TIFF conversion, PDF & XML Conversion
Project Nature
: Online
DATA ENTRY
The process of getting information into a database, usually done by
people typing it in by way of data-entry forms designed to simplify the process.
Usually, the process was transferring written or printed data to process able
form by keying it character by character.
AIRCEL ONLINE FORM FILLING
In Aircel Form Filling process they have to fill the details of the Aircel
SIM Card subscriber in online. It is tool based form filling project, the left hand
side of the toll display the scanned copy of the Customer Application Form and
the right side displays the fields which they have to enter the details.
Input Files
: Scanned Customer Application Form (JPEG)
Output File
: Entry with Database
Mode of Receiving Files : Web Link
ONLINE VOTER IDENTITY CARD REGISTRATION
They are the authorized centre for the online registration of Voter Identity
Card for Tamilnadu Election Department. General public can come to our centre
for registration of new identity card, changes and correction in the existing
identity card.
DATA CAPTURE
Data captureis the process for converting information into a form that can
be handled by a computer.
Input of data not as a direct result of data entry but instead as a result of
performing a different but related activity. Barcode reader equipped
supermarket checkout counters,
For example capture inventory related data while recording a sale. See also data
collection data logging.
DURING THE FESTIVAL PROJECTS
Online Form Filling for Tamilnadu Government
Online Reliance Form Filling
Transcription Process
ONLINE FORM FILLING FOR TAMILNADU GOVERNMENT
For distributing Free DHOTI and SAREE for Pongal Festival, Tamilnadu
government introduces this Online Entry for entering the details of the
beneficiaries on Taluk basis. They have completed that work for 3 Taluks
having more than 2 Lac records in timely manner.
Input Files
: Handwritten Hard Copy
Output File
: Online Entry
Mode of Receiving Files : From the Taluks
Project Nature
: Online
ONLINE RELIANCE FORM FILLING
This project is same as that of the AIRCEL form filling project that they
are currently doing. They did this online entry for the details of Reliance SIM
card subscribers.
Input Files : Scanned Customer Application Form (JPEG)
Output File : Entry with Online Form Filling Tool
Project Nature
: Online
TRANSCRIPTION PROCESS
In this project, they have converted the Audio content into a text
document. They have received video files of IIT Lectures; based on the
instruction from the clients the output file should be prepared.
Input Files
: Video File
Output File
: Microsoft Office Word & Notepad
Mode of Receiving Files : Web Link
Project Nature
: Offline
CHAPTER IV
4.1 OBJECTIVES OF THE STUDY
The following are the objectives of the study
To map the employees skills with process of the company.
To find out the process requirement in Vilpower solutions.
Rank the skill sets of all employees in Vilpower solutions.
To identify the grasping power of all employees in Vilpower solutions.
4.2 BENEFITS OF THESTUDY
The following are the benefits of the study
To increase the employees productivity
This study will help to improve the work performance.
4.3 LIMITATIONS OFTHE STUDY
The following are limitation of the study
The data of this study are collected from the managers of the concerned
employees, so manager’s views about the employees may be biased.
The study was confined only to the managers and not from the employees
view.
The primary data collected is from questionnaire and hence the result
would bear all the limitations of the primary data.
CHAPTER V
5.1 FINDINGS
Majority(46) of the respondents are in the age group of 21-25 years old.
Majority of 50 female employees.
Majority (17) of the respondents are working in historical news paper
process.
Majority(29) of the respondents are having 1-2 years experience.
Majority(26)of the respondents are having medium typing skill.
Majority (25)of the respondents having average knowledge in English.
Majority(25)of the respondents are expertise in computer usage.
Majority(27)of the respondents are medium learners.
Majority (23) of the respondents are delivering the products in 90-95%
quality
Majority (47) of the respondents are comfortable with work shift of 8
AM- 5 PM.
Majority (35)of the respondents are not ready to stretch work.
Majority(29) of the respondents are having normal concentration on
work.
Majority (38) of the respondents of performance with respect to team
work is average.
Majority(14)of the respondents feel that it is normal to adopt the changes.
Majority(33)of the respondents are not having any experience
There is significant associations exist between years of experience and
typing speed. When years of experiences increases, typing speed also
increases.
There is no significant association exist between years of experience and
English knowledge. Hence years of experience increase there is no
change in employee knowledge.
There is significant associations exist between years of experience and
Computer usage and efficient handling. When years of experiences
increases, knowledge about computer usage and efficient handling also
increases.
There is significant association exist between years of experience and
type of learner. Type of learners and years of experience of employees
have significant association and then years of experience increases types
of learning also increases. There is significant association exist between
type of learner and quality of work.
5.2 CONCLUSION
The growth of any organization depends on the skill of the employee. In
this aspect an organization should identify the skill of each employee to
attain a good turn over for the company which will benefit both the
organization and the employee. Hence to withstand with the competition in
the present corporate scenario, an organization should be hand in hand with
employee to function at its best. Thus by giving more opportunities
for training to the employee, the turn over and asset of the company, the
employee, can gain a lot.
5.3 BIBLIOGRAPHY
WEBSITES
Definition of BPO. (n.d).Retrivedjuly 1, 2014 from
http://www.businessdictionary.com/
History of BPO. (n.d).Retrivedjuly 15, 2014
fromhttp://en.wikipedia.org/wiki/Business_process_outsourcing
Rural BPO. (n.d). Retrived 20, 2014 from http://www.elcot.in/rural_bpo
BOOK REFERENCE
C.B.Memoria,V.S.P.Roa (2012),”Personnel Management”, Himalaya
Publication House
.
.