7/28/2019 Mahindra Satyam BPO
1/18
1 | P a g e
SYNERGY SCHOOL OF BUSINESS
Muraharipally(V) Medchal (M)
Hyderabad
A Dissertation on
Stress Management in Mahindra Satyam (BPO)
Submitted
by
Y.ROBIN REDDY
Under the guidance
of
Ms.Meghana PrajapathiAsst Professor
Subject: Organisation Behaviour
Dept Of Marketing.
Synergy School Of Business
7/28/2019 Mahindra Satyam BPO
2/18
2 | P a g e
CONTENTS
Pg Nos
1.Company Profile 4
2.Quality 5
3.Implementation Approach 6
4.History 7
5.Stress Management In Mahindra Satyam BPO 9
5.1 What is employee stress? 9
5.2 Symptoms of stress 9
5.3 Sources/Causes of stress 10
5.3.1 Organisational factors 10
5.3.2 Six Sigma Policy Of Mahindra 11
5.3.3 Other Factors 12
5.3.4 Individual Factors 12
6.Strategies For Managing Stress In Mahindra Satyam 14
6.1 Individual Strategies 15
7.Conclusion 16
8.Bibliography 18
7/28/2019 Mahindra Satyam BPO
3/18
3 | P a g e
7/28/2019 Mahindra Satyam BPO
4/18
4 | P a g e
Mahindra Satyam BSG (Business Services Group)
1. Company Profile :
Mahindra Satyam BSG (formerly Mahindra Satyam BPO) offers a bouquet of innovative
services that deliver measurable business value to customers. We help companies:
Focus more on their core competencies
Cut costs drastically
Improve efficiency levels
Improve profitability
Helping customers stay focussed on their core business
Leveraging domain expertise, operational excellence, process skills and superior technology, we offer
proven, full-service expertise for multiple industries, including telecom, pharmaceuticals, financial
services and manufacturing.
Global delivery standards have resulted in numerous longstanding client relationships with Fortune
500 companies.
Major customers include:
Two of the world's top five pharmaceutical companies
One of the largest telecommunications companies in the world
A global leader in geospatial services
A leading publisher of scientific, technical and health publications, among others
For over two decades, Mahindra Satyam has been committed to creating value for its
customers, investors, associates and the society at large. This commitment has constantlyfuelled the journey, encouraging us to think differently, work with passion and make things
happen.
Today, after 20 years, commitment, passion and entrepreneurial spirit have only grown
bigger, spurring to look ahead and continue journey towards achieving greater heights of
Value Creation.
7/28/2019 Mahindra Satyam BPO
5/18
5 | P a g e
As a leading global information, communications and technology (ICT) company, As a part
of the US $15.9 billion Mahindra Group, a global industrial federation of companies and one
of the top 10 business houses based in India.
They are powered by a pool of talented IT and consulting professionals across enterprise
solutions, client relationship management, business intelligence, business process quality,
operations management, engineering solutions, digital convergence, product lifecycle
management, and infrastructure management services, among other capabilities.
Development and delivery centers in the US, Canada, Brazil, the UK, Hungary, Egypt, UAE,
India, China, Malaysia, Singapore and Australia serve numerous clients, including several
Fortune 500 companies.
2.Quality
At Mahindra Satyam BSG, Quality comes first. Our prime focus is to understand customer
expectations and we aim at best-in-class deliverables through competent and disciplined
professionals.
They focus on Right First Time (RFT) culture to attain near Zero-Defects and deploy
Integrated Lean Six Sigma methodology to drive continuous Improvements. 'Rajiv Gandhi
National Quality Award', 'IQPC Six Sigma Excellence and Best BPO Awards, and 'Most
Customer Responsive BPO Company award' stand as a testimony to our focus on our clients
as well as end-customers.
7/28/2019 Mahindra Satyam BPO
6/18
6 | P a g e
3.Implementation Approach
Mandatory awareness sessions on Quality Management SystemQMS and various Quality
training opportunities for all associates within a month of hiring
Structured Green Belt training using ISTRIVE techniqueIdentify, Set, Track, Review,
Improve, Validate and Ensure to all process owners and key stakeholders in all relevant
engagements
Deploy qualified and experienced Black Belts into all engagements of the organization to
drive continuous improvements
Increase Quality DNA through Green Belt and Black Belt Certifications across the
organization by driving high business impact projects which capitulate great benefits to
clients.
Robust Information Security practices ensure Confidentiality, Integrity and Availability of
information that is acquired, processed and provided. Mahindra Satyam BSG is worlds first
organization to achieve eSCM-SP (e-Sourcing Capability Model) for Service Providers Level
5 certification in 2007. We continue to comply with the models requirements.
They are certified to ISO 9001:2008 and ISO 27001:2005. Best practices from other models
such as PCI-DSS and COPC are integrated with our Quality and Information Security
Management Systems. We also comply with HIPAA, 21 CFR11, SOX, SSAE-16 and other
customer specific requirements.
Strong Quality Management System (QMS) is in compliant with ISO 9001:2008 resulted in
Zero non-conformances (NCs) in all our internal and external (client) audits.
7/28/2019 Mahindra Satyam BPO
7/18
7 | P a g e
4.History:
Satyam established in June 24, 1987 is a leader in global business & information technology
.It provides services encompassing designing system, developing software, consulting,
systems integration, application maintenance and outsourcing solutions to clients in over 20
industries.
Satyam caters its deep expertise to wide range of industries like aerospace &
defense,automotive,chemicals, education, energy , financial services, healthcare, industrial
equipment , insurance, infrastructure, life sciences, manufacturing, media and entertainment,
public services, retail , semiconductor, telecom, travel and logistics.
Milestones achieved
2008- Revenue of Satyam crosses US $ 2-billion mark.
2007- Satyam becomes the Official IT Services Provider for the FIFA World Cups, 2010
(South Africa) and 2014 (Brazil).
2005- Company start operation of its largest global development center outside India (in
Melbourne) .
2002- Satyam launches its BPO in Hyderabad.
2001- Satyam becomes worlds first ISO 9001:2000 company to be certified by BVQI
Satyam gets listed at NASDAQ
2000- Satyam receives National HRD award from Indian government
Satyam has it Strategic alliance with technology vendors & system integrators, namely
Adobe , SAP, Microsoft, IBM, oracle & many more which enables the company to deliver
end-to end services.
Satyam financial performance has been performing consistently, even in the global turmoil it
has given its good financial results. It is delivering an average revenue of 8 % and profit of 9
% quarterly.
7/28/2019 Mahindra Satyam BPO
8/18
8 | P a g e
7/28/2019 Mahindra Satyam BPO
9/18
9 | P a g e
5.Stress Management In Mahindra Satyam BPO:
5.1 What is Employee Stress ?
Employees stress is a growing concern for organizations today. Stress can be defined as alively circumstance in which people face constraints, opportunities, or loss of something they
desire and for which the consequence is both unpredictable as well as crucial. Stress is the
response of people to the unreasonable/excessive pressure or demands placed on them.
Stress is not always negative. It may also bring out the best in individuals at times. It may
induce an individual to discover innovative and smarter way of doing things. This positive
dimension of stress is called as enstress. But usually, the term stress has a negative
implication and this negative aspect of stress is termed as distress. For instance - When a
subordinate is harassed or warned by his superior, unhappiness of unsuitable job, etc. We can
say that Stress causes some people to break, and other to break records.
5.2 Symptoms of Stress
Some of the symptoms of stress at workplace are as follows-
Absenteeism, escaping from work responsibilities, arriving late, leaving early, etc.
Deterioration in work performance, more of error prone work, memory loss, etc.
Cribbing, over-reacting, arguing, getting irritated, anxiety, etc.
Deteriorating health, more of accidents, etc.
Improper eating habits (over-eating or under-eating), excessive smoking and drinking,
sleeplessness, etc.
It is thus very essential to have effective stress management strategies in an organization so
that the detrimental repercussions of stress on the employees as well as their performance can
be reduced and controlled.
7/28/2019 Mahindra Satyam BPO
10/18
10 | P a g e
5.3 Sources/Causes of Stress
The factors leading to stress among individual are called as stressors. Some of the
factors/stressors acting on employees are-
5.3.1 Organizational factors- With the growth in organizational stress and complexity, there
is increase in organizational factors also which cause stress among employees. Some of such
factors are-
Discrimination in pay/salary structure
Strict rules and regulations
Ineffective communication
Peer pressure
Goals conflicts/goals ambiguity
More of centralized and formal organization structure
Less promotional opportunities
Lack of employees participation in decision-making
Excessive control over the employees by the managers
7/28/2019 Mahindra Satyam BPO
11/18
11 | P a g e
5.3.2 Six Sigma Policy Of Mahindra Satyam:
Six Sigma is a set of tools and strategies for process improvement originally developed by
Motorola in 1986. Six Sigma became well known after Jack Welch made it a central focus of
his business strategy at General Electric in 1995, and today it is used in different sectors of
industry.
Six Sigma seeks to improve the quality of process outputs by identifying and removing the
causes of defects (errors) and minimizing variability in manufacturing and business
processes. It uses a set of quality management methods, including statistical methods, and
creates a special infrastructure of people within the organization ("Champions", "Black
Belts", "Green Belts", "Orange Belts", etc.) who are experts in these very complex methods.
Each Six Sigma project carried out within an organization follows a defined sequence of
steps and has quantified financial targets (cost reduction and/or profit increase).
The term Six Sigma originated from terminology associated with manufacturing, specifically
terms associated with statistical modeling of manufacturing processes. The maturity of a
manufacturing process can be described by a sigma rating indicating its yield or the
percentage of defect-free products it creates. A six sigma process is one in which 99.99966%
of the products manufactured are statistically expected to be free of defects (3.4 defects permillion), although, as discussed below, this defect level corresponds to only a 4.5 sigma level.
Methods:
Six Sigma projects follow two project methodologies inspired by Deming's Plan-Do-Check-
Act Cycle. These methodologies, composed of five phases each, bear the acronyms DMAIC
and DMADV.
DMAIC
The DMAIC project methodology has five phases:
Define the problem, the voice of the customer, and the project goals, specifically.
Measure key aspects of the current process and collect relevant data.
Analyze the data to investigate and verify cause-and-effect relationships. Determine what the
relationships are, and attempt to ensure that all factors have been considered. Seek out rootcause of the defect under investigation.
7/28/2019 Mahindra Satyam BPO
12/18
12 | P a g e
In order to attain the six sigma standards they have been under immense pressure for quality
which in turn results in stress full conditions.
5.3.4 Other factors includes:
Call center shrinkage - Call center shrinkage is a measure of how much time is lost in the
call center to things like vacation, breaks, lunch, holidays, sick time, training and so on.
LDQ - Longest delay in queue (LDQ) is the longest time period that a customer in a queue
waits before either connecting with an agent or hanging up (which is known as a fast clear
down).
Abandoned call - An abandoned call is a call or other type of contact initiated to a call center
that is ended before any conversation occurs.
Example: when there is team of 40 employees who are busy with inbound calls in case if
there would be more calls than the employees which gets abandoned known as Abandoned
calls.
They are forced to minimize the Abandoned calls .
Lack of virtual agent.
Average hold time - (AHT) is a call center metric for the average duration of one
transaction, typically measured from the customer's initiation of the call and including any
hold time, talk time and related tasks that follow the transaction.
AHT must be minimum inorder to achieve their targets.
Due to shrinkage and LDQ the employees must work for extra hours & no leaves are
possible in shrinkage period under any circumstances
5.3.5 Individual factors- There are various expectations which the family members, peer,
superior and subordinates have from the employee. Failure to understand such expectations
or to convey such expectations lead to role ambiguity/role conflict which in turn causes
employee stress. Other individual factors causing stress among employees are inherent
personality traits such as being impatient, aggressive, rigid, feeling time pressure always, etc.
7/28/2019 Mahindra Satyam BPO
13/18
13 | P a g e
Similarly, the family issues, personal financial problems, sudden career changes all lead to
stress.
Job concerning factors- Certain factors related to job which cause stress among employees
are as follows-
Monotonous nature of job
Unsafe and unhealthy working conditions
Lack of confidentiality
Crowding
Extra-organizational factors- There are certain issues outside the organization which lead
to stress among employees. In todays modern and technology savvy world, stress has
increased. Inflation, technological change, social responsibilities and rapid social changes are
other extra-organizational factors causing stress.
7/28/2019 Mahindra Satyam BPO
14/18
14 | P a g e
6.Strategies for Managing Stress in Mahindra Satyam:
Stress experienced by the employees in their job has negative impact on their health,
performance and their behaviour in the organization. Thus, stress needs to be managed
effectively so as to set off these harmful consequences. Strategies for managing stress are as
follows-
When there is heavy work load team leaders encourage the whole team by backing
them by appreciating them and boosting them.
For every 900 succesful transactions they are awarded with incentives, meal passes
etc.,
For every 2hours they give an break time of 15 minutes after 6 hrs of working they
get an leisure of 30 min .
Totally on an average for 9 hrs of working time they get an break of 1hr.
Encouraging more of organizational communication with the employees so that there
is no role ambiguity/conflict. Effective communication can also change employee
views. Managers can use better signs and symbols which are not misinterpreted by the
employees.
Encourage employees participation in decision-making. This will reduce role stress.
Grant the employees greater independence, meaningful and timely feedback, and
greater responsibility.
The organizational goals should be realistic, stimulating and particular. The employees must
be given feedback on how well they are heading towards these goals.
Encourage decentralization.
Have a fair and just distribution of incentives and salary structure.
Promote job rotation and job enrichment.
Create a just and safe working environment.
Have effective hiring and orientation procedure.
Appreciate the employees on accomplishing and over-exceeding their targets.
7/28/2019 Mahindra Satyam BPO
15/18
15 | P a g e
6.1 Individual strategies for managing stress
The employees should make a to-do list daily, prioritize the acts in the list and plan the acts
accordingly. Take regular breaks during work to relax you. By effective time management,
the employees can achieve their targets timely and can meet work pressures and, thus, avoid
stress.
Do hard work. Strive to achieve your goals but do not do it to the harm of family, health, or
peer.
Indulge in physical exercises. It helps in effective blood circulation, keeps you fit, diverts
mind from work pressures.
Encourage a healthy lifestyle. Take a regular sleep, have plenty of water, have healthy eating
habits. Promote relaxation techniques such as yoga, listening music and meditation.
The employees should have optimistic approach about their work. They should avoid
connections with negative approach employees.
The employees should have emotional intelligence at workplace. They should have self-
awareness, self-confidence and self-control at workplace.
The employees should build social support. They should have close connections with
trustworthy peer who can listen to their problems and boost their confidence level. This social
network will help the employees to overcome stress.
7/28/2019 Mahindra Satyam BPO
16/18
16 | P a g e
7.Conclusion:
Mahindras six sigma standards are good for making business and improving their
productivity.
Employee counselling is a very good strategy to overcome employee stress.
Through counselling, employees can become aware of their strengths and how to develop
those strengths; their weaknesses and how to eliminate them; and they can develop strategies
for changing their behaviour. Employees are also given career counselling which helps in
reducing their ambiguities with regard to career.
They Find a fun way to release stress, such as, Hot seat, Dare to answer and Tambola etc.,
Their incentive programmes and relationship with employees .make them to strive for more
productivity which is the reason for these awards and achievements.
Award Awarded by
2010
Awarded in the `BPO Contract of the Year category at
the National Outsourcing Association (NOA) Awards 2010
National Outsourcing Association (NOA), UKs only
outsourcing trade association & centre of excellence in
outsourcing
Honored as Indias Most Customer-Responsive BPO
Company
AGC Networks, The Economic Times, Ernst & Young and
Nielsen
2008
Ranked No.2 BPO vendor globally Brown-Wilson Group of Advisory Companies
Ranked No.4 KPO vendor globally Brown-Wilson Group of Advisory Companies
Best Defect Elimination in Service & Transaction and
Best Design for Six Sigma categories
Six Sigma IQ Excellence Awards by International Quality
and Productivity Center
Best Business Process Outsource Provider International Quality and Productivity Center
Best Customer Service Delivery Framework First Runner Up - International Quality and Productivity
Center
Among Top 4 in 2008 Global Six Sigma and Business
Improvement Awards
Worldwide Conventions and Business Forums (WCBF)
RASBIC Award - Most innovative recruiting and staffing
program/initiative
Awarded at Asia Pacific HRM Congress
Global HR Excellence Award - Innovative HR practices Awarded at Asia Pacific HRM Congress
7/28/2019 Mahindra Satyam BPO
17/18
17 | P a g e
Employer Branding Award - Excellence in HR through
technology
Awarded at Asia Pacific HRM Congress
2007
eSCM-SP Level 5 certification Certified by IT Services Qualification Center (ITSqc) at
Carnegie Mellon University
Golden Peacock National Training Award Institute of Directors
Ranked among 'Top 20 F&A service providers' FAO Today
ISO 27001 Certification - for delivery centers in
Hyderabad (Cyber Gateway, Cyber Pearl I & II) and
Bangalore
BSI (British Standards Institution)
Ranked '6th among Indian BPOs Brown-Wilson Group of Advisory Companies
'Best Indian ITES company award 2004-05' Hyderabad Software Exporters Association
2006
Top Indian Exporter in ITES Sector in the state of Andhra
Pradesh for 2005-06
Andhra Pradesh Government
Ranked among the TOP 10 KPO service providers' Brown-Wilson Group of Advisory Companies
Ranked among 'Top 10 Energy and Utilities service
providers'
Brown-Wilson Group of Advisory Companies
'Best Indian ITES company award 2004-05' Hyderabad Software Exporters Association
Rajiv Gandhi National Quality Award Bureau of Indian Standards
2005
eSCM-SP Level 4 certification Certified by IT Services Qualification Center (ITSqc) at
Carnegie Mellon University
7/28/2019 Mahindra Satyam BPO
18/18
18 | P a g e
8.Bibliography:
WWW.MAHINDRASATYAM.COM
WWW.WIKIPAEDIA.COM
http://www.mahindrasatyam.com/http://www.mahindrasatyam.com/http://www.wikipaedia.com/http://www.wikipaedia.com/http://www.wikipaedia.com/http://www.mahindrasatyam.com/