GROUP :

The voice training academy at kwicksol technologies limited

BY:

RICHA SINHA AND

REEMA TEMBHURKAR

In order to have an effective training program, so that there will be maximum output out of it, the company should follow three phase:

Need Assessment Implementation Evaluation

3 phases of training:

Kwicksol Technologies Limited ( KTL):

> It is a leading business services and technology solutions provider in India

> Employing more than 15000 employee in 3 locations in India.

> 80% of its total revenue comes from voice based call center services.

> It has a clients based in USA, Europe and Asia pacific

Introduction

As most of its revenue comes from voice based call centre services it deals with back end process like selling services and dealing with customer queries.

All its clients are financial services companies.

The revenue is based on Headcount.

Communication skill is the most important attribute required by a tele-callers in terms of voice quality, accent, grammer etc.

The company faced a problem as young graduates who possessed strong communication skills did not aspire for a job in call-centers as there is no scope for career growth.

To solve this problem KTL came up with the concept of voice trainee academy(VTA)

Criteria of VTA-

they would conduct a voice test and categories them based on the scores received. They are as follows:

1. VOK : candidates with excellent communication skills.

2. VMED : candidates with average communication skills

3. VNOK : candidates with poor communication skills.

> Top management was not satisfied with categories and devised the following strategy:

1. VMED candidates were only given stipend and were not employed as regular employee.

2. VNOK candidates were not given any stipend but they had to undergo 3 months training.

> Conversion rate of VMED candidates was around 70% but 30% failure rate in VMED was quite high and in VNOK the rate was only 10%.

> Company suffered heavy losses.

> KTL wouldn’t have taken category VNOK and only have chosen potential employees.

> KTL should appoint his best employee as a trainee.

> It can award his good employees and hence retain them.

> There should be some scope of career growth in call centers.

> Base pay and compensation is very low and working hour is more { i.e. 50hrs a week }

04/13/2023 9

CHALLENGES:

WHAT SEEMS TO HAVE GONE WRONG WITH THE VOICE TRAINING PROGRAM AT KTL?WHAT ARE THE CHALLENGERS FACING THE ACADEMY?

> KTL find its recruitment model to be non-scalable.

> Youngster having good communication skills did not aspire for the job as a call center (tele -caller)

> KTL found it self unable to hire adequate telecallers resulting in the loss of business.

> KTL would conduct voice test on potential candidates and categorize them based on the score received.04/13/2023 10

04/13/2023

> The vice-president of VTA was pondering over its results.

> The conversation rate of VMED candidates was around 70% but 30% failure rate.

> Secondly VMED were on employee rolls and the 30% forced attrition inflation the overall attrition % in the company which in turn affect its brand image as an employer.

> Finally the company had center direct and in direct cost during the training.

> The conversation rate were low this mean that KTL set a side dedication resources like trainers and training room.

BY: RITESH JHA

DEVOLOPMENT

INDIVIDUAL DEVELOPMENT

ORGANISATIONAL DEVELOPMENT

SOCIAL DEVELOPMENT

TRANING METHOD

o INFORMATINAL TRANING

o SIMULATION TRAINING

o ON-THE-JOB TRAINING

WORKPLACE TRAININGWHY COMPANIES REQUIRE TRAINING ? HYPER COMPETITION

A POWER SHIFT TO THE CUSTOMER

COLLABORATION ACROSS ORGANISATIONAL GEOGRAPHIC BOUNDRY THE NEED TO MAINTAIN HIGH LEVEL OF TALENT CHANGES IN THE WORK FORCE

CHANGES IN TECHNOLOGIES

TEAMS

IMPACT OF TAINING

May lead to greater innovation and tacit

skill.

Can improve technical skills.

Can improve strategic knowledge.

Can improve consistency.

Can generate result [ self effi cacy and self

management ]

Enhancement of attitude & performance