Table of ContentsSummaryBackground of the StudyScopeStatement of ObjectiveMotivationCareer DevelopmentRecruitment and Selection ProcessThese processes include: Induction, Orientation and TrainingEmployee AppraisalTraining and DevelopmentThe training methods includeManaging medical and health issues:Suggested strategies to improve the health and well-being of the workforceConclusionExecutive SummaryThis report focuses on analyzes of HR strategies as proposed solutions to challenges faced in the BPO; Indian call center industry in particular. the journey in Indian BPO industry, a case study of Indian call center industry. Say no to plagiarism. Get a tailor-made essay on “Why violent video games should not be banned”?Get an original essayThe research deals with human resources as a strategic approach in managing the individuals who work in an organization and how these Strategies can be used and integrated with the needs of the organization. strategies with the aim of achieving a higher level of productivity through good management and workforce satisfaction.Background of the StudyCall center jobs are one of the professions with a relatively high level of stress and pressure. Call handlers receive up to 350 calls in a five-hour period continually repeating the same set of work, making the job less interesting and leading to loss of enthusiasm and a high attrition rate. Human resource strategies and planning are useful when dealing with human resources in organizations. Indians were once at the top of the BPO sector, but now they face a lot of competition and will soon be overtaken by the Philippines. The culture, time zone, and most importantly, accent of the Filipinos have given them an added competitive advantage because they speak English. speak fluently with a neutral accent, have similar time zones, and have adopted a culture familiar to that of Americans. Compared to Indians who have always had a communication deficit due to their accent which reflects poorly in their spoken English and made it quite difficult for its agents to understand it well, a very distinct and different culture which they are not willing to compromise . . HR strategies are suggested on how Indian call centers can resolve manpower issues, which would reduce employee turnover, increase productivity level and help India gain more competitive advantages in the BPO sector. ScopeThis research focuses on providing solutions to HR problems faced in call centers with specifications to the Indian call center industry through the use of HR strategies. This study is conducted on the call center industry in India, researching on various HR issues/challenges faced and how these issues can be resolved using various HR strategies. Objective StatementThe aim of this research is to highlight various effective HR and retention strategies which include; Introduce motivation strategies to help boost employee morale, which leads to job satisfaction. Effective recruitment and selection process from a pool of enthusiastic candidates. Implement training and development of employee skills and abilities to improve their work. Implementation of career advancement policies. Ensure health and safety. measurementsAll these measurements canbe used by the Indian call center to reduce staff turnover and resolve human resource issues identified in the BPO sector in India. Literature ReviewBratton and Gold (2007) define human resource management as an essential means of managing business relationships which emphasizes that the utilization of individual capabilities is essential to gain an upper hand over competitors, through a distinctive set of strategies of work, projects and integrated practices. Its abilities are to organize, coordinate, staff, create, instigate, define, supervise connections, supervise change and evaluate. Guest (1997) developed a model of human resource management.Resource management as defined by Bratton (2010) is the process by which human resource functions are linked to the key objectives of the association keeping in mind in mind the end goal of improving execution, while people strategy is the form of choice when it comes to HR practices. which are used by the administration to configure work and select, motivate, prepare, create, evaluate and control the workforce. With the aim of solving the Indian call center challenges, certain HR strategies are recommended. These strategies include: MotivationThe call center operates a mechanistic approach in job design because the job is focused on repetition. This should be replaced by a motivational approach (Herzberg, 1968) has developed a motivational strategy which will be very effective in solving the retention problem in Indian call centers. is called the two-factor (motivator-hygiene) theory which is based on the assumption that motivation and hygiene needs are required by all employees. Motivation factors are linked to the work itself, their presence leads to employee job satisfaction and causes absences. zero satisfaction. Hygiene factors are related to the conditions in which work is carried out, when these needs are met it eliminates employee dissatisfaction but its absence leads to dissatisfaction. The presence of hygiene factors in no way brings job satisfaction, job satisfaction. can only be achieved when motivational needs are satisfied. Herzberg (1974, 2017) mentioned that job satisfaction and commitment, which are essential to satisfy employees, because they increase the performance, efficiency and stability of the workforce, therefore call centers should focus on motivation. factors as a strategy to help retain agents. Career Development Helping employees manage, develop and plan their career is one of the factors that is lacking in the Indian call center. Career policies and flat organizational structure prevent employees from progressing in their careers within the industry. According to Robbins (2002), career management is the process by which workers are empowered and encouraged to develop their professional abilities and interests, and to use these abilities and interests within the organization and after leaving. This can be done through career planning which involves setting career goals consistent with individual values, identifying opportunities, activities and skills needed to achieve the goals. The organization and employees have a role to play in this regard. This can be done by providing career planning programs, improving career policies for the benefit of employees, organizing career teams and developing employee skills, etc. Of theSuggestions were made by the manager of the Bank of Montreal's call center (the main cards department) to eliminate the flat structure. of the organization by offering call agents the opportunity to move from call handler to other positions in the bank, moving from agent to sales staff in the cards sector, with the advantage to learn new skills such as negotiation and communication skills which will open up more job opportunities and positions for them (Icmrindia, 2002). Recruitment and Selection Process According to (Robbin and Coulter, 2002), these two processes work hand in hand as they are not mutually exclusive. Recruitment can be done internally (within the organization in the form of promotion, transfers, referrals, etc.) or externally (outside the organization). In the case of the Indian call center, external recruitment is recommended, preferably from campuses and from a pool of return-to-work mothers and housewives. Due process must be followed during recruitment. These processes include: Job Opening: Recruitment can only begin when there is a vacant or vacant position within an organization which can be searched using any of the mentioned sources which depends on the open position. .With the high workforce turnover rate, there is always a need to recruit at the call center. The call center should take into consideration the reason for this opening and what led the previous occupant of the position to leave or resign from the position due to you being unhappy with the job and if so, is it ruler ? Otherwise, call centers are advised to recruit externally from a pool of recent high school and college graduates, housewives and mothers looking to return to work. Job Specification: Includes job description. Applicants must be informed of the duties and responsibilities associated with the position for which they are applying and the criteria that must be met before applying for the position, including (education and qualifications, personal skills/previously acquired training, communication skills). , Individual personality, etc. Through the submitted candidate CV, the HR team should be able to decipher whether a candidate is capable of taking on the task. These descriptions can also be used to draft questions that would be asked during the interview with the candidate. good candidates for the position: It is important to understand that it is not about having a pool of candidates applying for a position, but that the potential of the candidates is what matters. To attract the right candidate for the position, one must focus on the recruiting source. It is worth considering what could be an internal or external source. Organizations should have the best interests of their current employees at heart before sourcing externally, it should be confirmed that the position cannot be filled internally otherwise it could reduce existing staff's enthusiasm for their work, this which would affect the productivity level of the organization in the long run. Either way, both sources have their pros and cons and all options should be weighed properly. When recruiting new agents, it is best to use external sources unless there is an opening for a more senior position. Candidate Filtering – The goal is to reduce the pool of candidates to a selected minimum, the most competent for the job, which can be done in unexpected ways. telephone interview, job descriptions can also be used at this stage (selection of CVs that best match the descriptionof the position), aptitude tests, interview - both the interviewer and the interviewee should be composed and ready for the interview. The most commonly used interview style, commonly referred to as the WASP (Welcome, Acquire, Provide, and Separate) approach, helps the interviewer ensure that the interview is properly coordinated. This process consists respectively of ensuring that the interviewee is properly seated and received in a professional but warm manner, collecting sufficient data from the interviewee, allowing and answering questions asked by the interviewee and giving clarifications in-depth about the task, obligations and remuneration accompanied by the position, and finally, end the interview on a good note and inform the interviewee of the next selection steps to follow, asking permission if references will be contacted and specifying a deadline for comments. Selection and Appointment – ​​Sometimes interviews are not good. enough to justify who would be best suited for the position. In addition to meeting all the required criteria, candidates must also be assessed based on their acquired knowledge, attitudes, skills and competencies using a selection test (instrument used to decide on a choice regarding an employee potential) and interviewers should be as objective as possible. during the selection process, after which the most suitable person for the position is selected and informed of their appointment, then the appointment procedures begin. Induction, orientation and trainingThis stage involves introducing new staff members into the company, other employees and their new responsibilities. New hires are oriented to the company's values, policies and structures and trained on how to do their jobs. This training does not stop at the integration phase because it is a continuous process. Employee evaluation After the appointment of new agents, they are evaluated through monitoring of their performance, this can be daily , weekly or monthly until the end of the employee's trial period. after which an assessment takes place to identify the worker's strengths and weaknesses. Training and Development Training and development of workers is not a matter of choice for organizations as proper training and development programs on and off the job must be organized regularly for all employees. which equalizes the needs of both the call center and the employees (agents). According to (Dessler, 2011), training involves providing opportunities for current and new staff to acquire and improve the skills required to carry out their various jobs/tasks. Dessler further mentioned five processes of personnel training and development, this process includes: (Robbins and coulter, 2002), the mentioned employees should be trained based on these three skill classifications; technical, interpersonal and problem-solving skills. Indian call center mainly focuses on training new employees in technical skills, excluding existing employees from the training process, but call agents require their skills to be improved and updated from time to time, because change is inevitable and evolves based on technology and other factors. Training methods include on-the-job training - easy to execute and generally reasonable, but which can be disruptive to the work environment and lead to increased errors during the training process. Types include Observation/Doubling Method – the process.