CHAPTER 1 RESEARCH DESIGN

INTRODUCTION

Amongst the booming industries in India, call centre industry plays a significant role and has created an immense competition worldwide. The country provides worldclass customer care for multinational companies at reduced cost of maintenance and serviceability.

Indian call centres work round the clock and provide 24-hour support for the customers worldwide. Therefore Indian call centre industry is the benchmark of the challenging global trend.

A large pool of English speaking employees i.e., an estimate of 7 million graduates annually makes India an attractive place for call centre operations and hence India is advertised as the hot destination for off-shore outsourcing hub.

The country is further benefited by a tremendous labour cost advantage. Various estimates give the picture that Indias call centre industry has an average cumulative growth rate of 60% over the next 5 years.

The big boom in outsourcing has tremendously boosted the Indian economy. More and more multinationals are making their way towards India in an effort to reduce

costs and thus it has increased the opportunity employment in India by almost ten fold. India offers a bouquet of benefits to the multinationals that come down to India. These include, first and the foremost, a 24/7 timing, work culture, huge pool of skilled and literature professionals, work quality, reduced cost of around 60-70% and to top of it all, even the government has provided 100% tax exemption on foreign direct investment in IT-enabled services. These factors make India as the best place for call centre industry.

STATEMENT OF THE PROBLEM

The statement of the problem is A study on the motivating factors for individuals to join and sustain in call centre jobs and the factors contributing towards individuals quitting their call centre jobs, with special reference to RCI in Bangalore

The purpose of the study is to determine the degree of effectiveness of employing right person to the right job at the right time and in right place in order to reduce labour turnover in call centre industry. And therefore it was essential that a study have to be conducted for employees of call centres in Bangalore.

DEFINITION OF THE PROBLEM

Some of the operational definitions include:

1.

Call Communicate with/ by telephone or such electronic device.

2. Call centre A call centre is traditionally defined as a physical location where calls are placed, or received in high volume for the purpose of sales, marketing, telemarketing, customer service, technical support and any other specialized business activity.

3. Motivate Stimulate the interest of a person in an activity. Motivation is defined as the result of process, internal or external to the individual, that arouse enthusiasm and persistence to pursue a certain course of action.

4. Retain/Sustain Keep possession of or secure the services of a person with a preliminary payment.

5. Attrition The act or process of gradually decreasing out.

PROBLEM OF THE STUDY

A call centre is a centralized office used for the purpose of receiving and transmitting a large volume of requests by telephone.

Human resources play a very dominant role for a call centre industry and therefore recruiting human resources for the call centre jobs has a crucial role and thus it is essential that recruitment of right person to the right job is necessary in order to reduce labour turnover.

The study deals with the aspects like the factors that motivate individuals to join call centres and factors to retain them for longer period of time in order to reduce labour turn over.

OBJECTIVES OF THE STUDY

1. To understand the concept of call centre industry. 2. To study the motivating factors of people getting in to a call centre industry for their career. 3. To analyse the factors that motivates people to stay in a company for longer period of time. 4. To evaluate the reason of attrition rates in call centre industries. 5. To evaluate the impact of effective recruitment in order to reduce labour turnover. 6. To offer suggestions based upon findings.

SIGNIFICANCE OF THE STUDY

It is admitted that, with all the growth and development in the areas of science and technology, Human resource is a must. There is no exception to it at any given point of time and with any industry for that purpose, as the growth and development of any organization is dependant on the efficient and effective human resource. Therefore, adequate and satisfied team is more reliable for the success of the organization.

The satisfied employee of an organization would put their best effort and if he/she were within the team of satisfied colleagues. However, to find a fully satisfied employee is an asset for the organization.

In reality, aspirations, desires, level of understanding and efficiency still vary and thus every human personnel will be more watchful towards the furtherance of their motives to satisfy themselves and their dependants.

In this background, recruitment study and its impact towards recruiting suitable candidates to call centres in order to reduce attrition are very much necessary.

SCOPE OF THE STUDY

The study is confined to the call centre industries of Bangalore. Since the call centre industry is now playing a vital role in all multinational companies and therefore it is

very much necessary to understand the reasons for motivational and attritional levels of employees working in call centre industries.

Since, Human resource play a vital role in the making of the organization, the study takes into account this vital factor and covers around 100 employees who have worked/ working in call centre industries of Bangalore.

Further the geographical boundary for the study is restricted to Bangalore city and so employees working in call centre industry of Bangalore only will be taken in to consideration for the study.

RESEARCH METHODOLOGY

Source of data

Primary

Secondary

Interviews

Surveys

Internet

Magazines

Both primary and secondary data would be collected for the study.

The primary data would be collected with the help of structured questionnaire, which would be given to all those employees working in call center jobs in Bangalore.

The secondary data would be collected from the books, published articles, magazines, and through electronic media.

LIMITATIONS OF THE STUDY

1. The primary limitation of the study was the in exhaustive responses from the respondents. 2. The correctness of the study depends on the responses given by the respondents. 3. The major limitation is that the data will be analysed based on the responses given and not on any other information. 4. The other limitation is the reluctance of giving correct relevant information from the Human Resources of call centre industries. 5. Time constraints.

PLAN OF THE STUDY

The present study entitled A STUDY ON THE MOTIVATING FACTORS FOR INDIVIDUALS TO JOIN, SUSTAIN AND QUIT CALL CENTRE JOBS IN BANGALORE. Is divided and demarked into the following chapter schemes.

Chapter 1 titled Research Design

It reveals the call centre industry and its concepts, provides insight into the statement of the problem, definition of the problem, objectives of the study, scope of the study, significance of the study, research methodology, limitations of the study and plan of the study.

Chapter 2 titled Introduction and overview of the study

It includes an overview of the call centre industry; definition of call centre, types of call centres, call centres in India, the latest rank of best 50 call centres in India, and SWOT analysis of call centre industry in India

Chapter 3 titled Company profile

It includes introduction to RCI, origin if the company, profile about RCI India, functions of RCI, mission, revenue generation to RCI, constant priorities of RCI, competitors of RCI, and milestones of RCI.

Chapter 4 titled Analysis and data interpretation

It portrays the collected data being tabulated and analysed using statistical tools like percentile, graphs etc. and necessary inferences are drawn.

Chapter 5 titled Summary of findings and conclusions

Provides an in-depth knowledge on the outcome of the study, and the drawn conclusions on the basis of facts been found from the study.

Chapter 6 titled Suggestions and Recommendations

Throws light on the recommendations drawn from the summary of findings to the call centre industry in Bangalore.

CHAPTER 2 INTRODUCTION AND OVERVIEW OF THE STUDY

Call centres are facilities that are specifically set up to manage telephone calls from customers. They are intended to provide orderly cost efficient telephone-based services. They serve as the primary telephone interface with customers for specific services provided by the agencies. The call centres have structured environments where calls are handled by a group of skilled professionals who provide the service required by the caller or transfer the call to someone designated for that purpose.

Having a call centre in India has become a standard for several global companies today. In order to meet the growing international demand for cost-effective, customeroriented call centres, many organizations worldwide are outsourcing these services by setting up call centres in India.

Call centres in India are prospering upon the upscale rise amongst the entrepreneurs who are trying to attract their customers through inbound and outbound calling facility. This concept prevailing in US have enabled many offshore call centres establishments, majorly in India. The quality of English is at par with the international standards. Indians are technically literate and comfortable with new technologies arising.

Indian call centres work round the clock and provide 24-hour support for the customers worldwide. From the concept of being just a voice based medium of customer support, today call centres are referred to as 'Contact Centres' which are 10

capable of handling customer queries over phone or the online medium. Qualified professional talent with fluency in English and a neutral accent with the ability to shift to different accents have made India, a preferred destination for offshore clients.

Call centre began its operation in India on January 04, 2000 by Swaminathan, CEO; of Manjushree InfoTech at Kolkata with support from Tampa call centre Florida, USA. It was started with a small set up, comprising 25 seats and used WAN as the primary medium of communication.

Call centre industry in India is projected at $142 billion by the year 2008 as per NASSCOM. With its built-in potency, India is advertised as the hot destination for 'offshore outsourcing hub'. The booming Indian call centre industry is the benchmark of the changing global trend.

What is a call centre?

It can be any one or all of these: A huge tele-marketing centre. A teleservicing centre. A help desk, both internal and external. A reservation centre ( ex, airlines, hotels) A catalouge retailer. An e-telling centre. An e-commerce transaction centre that doesnt handle calls so much as automated customer interactions.

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 A fund raising and collection organization.

Definition of a call centre

A call centre is traditionally defined as a physical location where calls are placed, or received, in high volume for the purpose of:

Sales Marketing Telemarketing Customer service Technical support And any other specialized business activity.

Some of the various types of Call Centres

The 24/7 call centres totally concentrate on using technical and tactical skills for effective processes during the inbound/outbound call process. Their success depends on expertise, technological solutions, quality assurance programs and commitment to customer service excellence.

The different types of call centres are: Inbound call centre Outbound call centre Web enabled call centre CRM call centre. 12

 Telemarketing call centre. Inbound Call Centre

An inbound centre is one that handles calls coming in from outside, most often through toll free numbers. These calls are primarily service and support calls, and inbound sales. Inbound calls are those made by the consumer to obtain information, report a malfunction, or ask for help.

Outbound Call Centre

An outbound call centre is one, where agents place calls to potential customers mostly with intentions of selling or service to the individual. The success of the Outbound Call Centres depends on the extensive experience, technological solutions, quality assurance programs and commitment to customer service excellence that further ensures maximum results from the direct marketing efforts.

The numerous inbound and outbound services include

Telemarketing Reservations Customer support Sales/retention programs E-commerce E-mail handling Web forms 13

IVR Surveys Cross selling

Web Enabled Call centre

The market for Web-enabled call centres is rapidly increasing. For the past decade, computer-telephony integration (CTI) has been one of the hottest topics to hit the call centre, promising reduced call volumes and handle times, as well as a higher level of customized service.

CRM Call Centre

CRM, or Customer Relationship Management, is a worthwhile endeavor to ensure good returns on investment. In a CRM call centre, customers communicate in multiple ways that include phone, e-mail, Web chat, etc. CRM helps the company identify most valuable customers and understanding their lifetime values. Using CRM, the call centres design the organization systems and service to meet the needs of customers and maximize their value. CRM is intended for long-term relationship building.

14

Telemarketing Call Centre

Telemarketing call centres specialize in developing and implementing professional inbound/outbound B2B and B2C telemarketing lead generation, appointment setting, telesales and market research programmes. These above mentioned are the various types of call centres functioning in India.

Call centres in India

In order to meet the growing international demand for cost-effective, customeroriented call centres, many organizations worldwide are outsourcing these services from locations like India. India has intrinsic strengths which can make it a major success as an outsource destination:

A booming IT industry, with IT strengths recognized all over the world. The largest English-speaking population after the USA. A vast workforce of educated, English speaking, technical personnel. Cost-effective manpower: In a call centre operation, manpower typically accounts for 55 to 60 percent of the total cost. In India, the manpower is available at a fraction of the cost of what it is overseas.

Technical support: India graduates about 100,000 engineers every year. They can be used in call centres for troubleshooting/tech support, as the salaries are dramatically lower than in Europe or the US.

The Government of India has recognized the potential of IT-enabled services and has taken positive steps by providing numerous incentives

15

The presence of most international technology vendors and solutions would enable creation of most advanced set-ups in this technology- intensive segment.

Many companies in India propose to harness the high-quality technical support available here by hiring 300 Ph.D.'s to provide very high-end consulting through videoconferencing/telephone. Given these advantages, India could build a $17 billion industry by 2008 according to the NASSCOM, McKinsey Report.

How large is the call centre industry in India?

There are 25 CTI-enabled call centres and 300-500 non-CTI call centres in India. British Airways' subsidiary employs about 750 people and is expected to hire 800 more. Today the call centre accounts for 0.1 percent of the total labor mass in India that comes to approximately 500 million. The call centre jobs have indeed solved unemployment problems to a great many unemployed Indians in the age bracket of 16-40 years. However, it has its limitations since these jobs can go to only people who speak and understand good English. That of course, leaves out the village people as well as those who are not familiar with English - these account to as much as 70 percent if not more of India's population.

2006 Rank of Best 50 Managed Global Outsourcing Vendors

Rank Company Net Profit Employees 16 Services

Margin Affiliated 1 Services. 2 3 4 5 6 7 Services 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 International 28 29 30 Datamatics EPAM Ness Technologies 14.84% n/a n/a 2,000 2,000 7,000 BPO ITO BPO HCL GenPact Mellon Fiserv. ClientLogic Hewlett Packard Convergys Capgemini RR Donnelley EXL Service Holdings i-Flex Solutions Sutherland CGI 24/7 Customer Accenture Ceridian SOFTTEK. ICICI One Source WNS Global Services. Outsource Partners n/a 1,000 ITO, BPO 2.57% 12.25% 18.88% 11.66% n/a 4.07% 4.89% 2.03% 1.62% n/a 16.65% n/a 6.11% n/a 7.18% 9.56% n/a 8.99% n/a 13,000 30,000 17,000 23,000 22,000 150,000 66,000 60,000 50,000 7,000 6,000 13,000 25,000 7,000 1,23,000 9,000 4,000 8,500 12,000 ITO BPO BPO, HRO BPO BPO ITO Call, HRO BPO, ITO BPO BPO ITO Call, BPO BPO ITO ITO, BPO, HRO BPO, Call BPO BPO, Call BPO Satyam Cognizant Perot Systems Infosys Patni TATA Consulting 21.97% 54,000 ITO 22.81% 18.34% 5.20% 26.02% 12.41% 29,000 25,000 18,000 58,000 12,000 BPO, ITO ITO, BPO ITO ITO, BPO ITO Computer 7.45% 52,000 BPO, ITO, HRO

17

31 32 33 34

TeleTech Holdings, Inc. 2.93% Oracle PeopleSupport International Business n/a Alliance IBM Global Services EDS Hewitt. vCustomer MphasiS Wipro Xansa ADP Caliber Point Larsen & 8.32% Toubro InfoTech Luxoft eTelecare Unisys Freeborders Computer Sciences 3.95% Corp. SPi n/a n/a n/a -29.7% n/a 9.33% 1.52% 4.76% n/a 15.94% 18.95% 3.67% 12.38% n/a 23.51% 32.27%

40,000 50,000 4,000 1,000 20,000 117,000 22,000 3,000 12,000 55,000 6,000 44,000 5,000 24,000 2,000 7,000 36,000 1,000 79,000 6,500

Call ITO Call ITO BPO, ITO BPO, ITO HRO Call BPO, ITO BPO, ITO, Call BPO HRO BPO, ITO ITO ITO Call ITO ITO ITO BPO

35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50

These above mentioned are the top 50 call centres functioning in India.

Some of the important IT/ITeS cities in India IT Landscape of key Indian cities.
CITY Delhi FOCUS Call centres, Prominent firms Employees transaction GE, American Express, 78000 18

processing, Bangalore

chip

design, STMicroelectronics,

software. Convergys, Daksh, Exl. Chip design, software, bio- Infosys, wipro, Intel, 112500 informatics, call centres, IT IBM, SAP, SAS, Dell, consulting, tax processing. Tisco, TI, Motorola, HP, Oracle, Yahoo, AOL, E

Mumbai

Financial

research,

& Y, Accenture. back TCS, Mphasis, Morgan Citigroup. office, HSBC,

I-flex, 72050 Stanley, Satyam, 46500

office, software. Hyderabad Chennai Software, back

product design. Software,

Microsoft. transaction Cognizant, World bank, 51100 Standard Chartered,

processing, animation. Kolkata Pune Consulting, software.

Polaris, EDS, Pentamedia Pwc, IBM, ITC, Info 7800 C-DAC, 7300

Tech, TCS. Call centres, chip design, Msource, software.

Persistent systems.

From the previous table we can easily analyse that Bangalore plays a major role in India for IT/ITES sectors. Some of the reasons for why Bangalore attracts more companies are

Bangalore Investment Hub

Bangalore possesses much of the attraction of other cities in India for the BPO sector; talented resources, good educational institutions, a large English speaking population,

19

and technological expertise. However, it is a proactive state government that makes constant efforts to facilitate new investments, which gives Bangalore an edge over other Indian cities.

Why Bangalore

There are number of reasons why Bangalore attracts a large number of ITES and BPO customers. Moderate climate, good labour relations, excellent education and research institutions, good telecom connectivity, advanced infrastructure, better state policy are some of the reasons. In a survey conducted by KPMG and Nasscomm, ITES customers were more attracted to a place if there was a proactive government who had the ability and willingness to facilitate new investments.

Bangalore scored over all other Indian cities in the survey in terms of human resources, policy support and nature of work. The city is the capital of the state of Karnataka and ever since Bangalore began to show potential for being an IT hub, the state government has gone all the way to push it to the top.

Incentives provided in Bangalore

Software Technology Parks of India (STPI), Bangalore is a society under the Ministry of Information Technology, Government of India. Companies registered under the Software Technology park scheme obtain several benefits like: 100% foreign equity allowed Corporate income tax exemption up to 90% Duty free imports 20

Dedicated data communication links Custom bonding and export certification provided at a single point.

And hence Bangalore has become a hot destination for US firms to set up call centres here.

SWOT ANALYSIS OF INDIAN IT/ ITES SECTOR

Strengths
o o o

Highly skilled, English-speaking workforce. Abundant manpower Cheaper workforce than their Western counterparts. According to Nasscom, The wage difference is as high as 70-80 percent when compared to their Western counterparts.

o o o

Lower attrition rates than in the West. Dedicated workforce aiming at making a long-term career in the field. Round-the-clock advantage for Western companies due to the huge time difference.

o o o

Lower response time with efficient and effective service. Operational excellence Conducive business environment

Weaknesses
o

Recent months have seen a rise in the level of attrition rates among ITES workers who are quitting their jobs to pursue higher studies. Of

21

late workers have shown a tendency not to pursue ITES as a full-time career.
o

The cost of telecom and network infrastructure is much higher in India than in the US.

o o o

Manpower shortage Local infrastructure Political opposition from developed countries.

Opportunities
o

To work closely with associations like Nasscom to portray India as the most favoured ITES destination in the world.

Indian

ITES

companies

should

work

closely

with

Western

governments and assuage their concerns and issues.

o

India can be branded as a quality ITES destination rather than a lowcost destination.

o o

$69 billion ITES business by 2010 $97.5 billion IT (consulting, software solutions) market by 2010

Threats
o

The anti-outsourcing legislation in the US state of New Jersey. Three more states in the United States are planning legislation against outsourcing Connecticut, Missouri and Wisconsin.

Workers in British Telecom have protested against outsourcing of work to Indian BPO companies.

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Other ITES destinations such as China, Philippines and South Africa could have an edge on the cost factor.

Slowdown of demand.

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CHAPTER 3 COMPANY PROFILE

Resorts Condominium International -(RCI)

Origin of the organization

RCI Private limited came in to existence in the year 1974 by Mr. And Mrs. Crystal who were the first persons to introduce the time-share concept (i.e., The right to use a unit/s for a single week or more, at a particular resort for a pre-determined number of years.) to the world.

They hail from a small town in U.S. As they had good network of friends, they made used of the network to share accommodations for the visitors in their town by this they gave time-share concept to the world.

In the year 1974, Cendant Corporation recognized the importance of this time-share concept introduced by Mr. And Mrs. Crystal, who were the first to identify the importance to accommodate their friends in their home town. Later Cendant thought this idea to make as a professional business service for those people who travel various places to spend their holidays, and this idea made Cendant to create RCI global vacation network private limited to the world. RCI global vacation network is now functioning as a mediator between the resorts and the customers who utilize their holidays through out the globe.

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ABOUT RCI

RCI global vacation network private limited started its operations in the year 1974 at Indiana polis, where the head quarters of the entire RCI group is located. Than RCI started its expansion and currently it is functioning in 35 countries across the globe. The head quarters of the Asia-Pacific RCI group is located at Singapore.

RCI INDIA

RCI India private limited started its operations in the year 1992 with its head quarters located at Bangalore and other branch offices located at Mumbai and Delhi.

RCI India private limited has a strength of 250 employees functioning in various departments. Recently in the year 2006 RCI spinned off from Cendant Corporation and became a part of Wyndham worldwide global vacation network.

RCI India has Global business group Resort services Member services Quality assurance/ check-in deletions Finance and Administration

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 Human resources.

RCI VISION
The worlds foremost Tourism Oriented Real Estate.

RCI MISSION
We are committed in continually enhancing the value, extending the scope, and expanding the geography of the Global Vacation Network.

The network serves its business partners by enhancing their sales and profits, and its end customers by expanding the utility and enjoyment of leisure Real Estate products.

The Network consistency offers wonderful vacation accommodations and experiences to millions of families worldwide.

WHO ARE WE
RCI is a market leader with proven track record in the vacation exchange and rental industry. RCI is a premier global vacation provider RCI has a 30+ year operating history RCI acts as a service business model Typically serves as an intermidiary, not a principal High margin, annuity-like revenues streams Low capital intensity

Nearly 55000 vacation properties around the world, serving more than four million leisure-bound families a year. 26

 Network of 20 vacation accommodation brands and 50 worldwide offices.

SERVICES OF RCI

RCI renders various services to its affiliated resort members. RCI doesnt own any resort, in turn all the resorts with RCI are only affiliated with it by paying a nominal fee.

Currently RCI has an affiliation of 4322 resorts worldwide and 64 resorts affiliated in India, and RCI has more than 1 lakh memberships with it.

The main function of RCI is to provide holiday packages to its members. Becoming an RCI member is easy, ie,. Once if a person becomes a member of any 4,322 resorts affiliated to RCI than that person gets the RCI membership and its benefits.

RCI renders various kinds of services to its members like resort exchange, option of choosing any resort among the 4,322 resorts affiliated to RCI, option of deciding the date and time for their travel. All they have to do is just call up RCI and book their place, date and days of travel the rest is all done for them by RCI.

This concept of serving accommodation to the members of other resort is known as time-share. Some of the other names for time-share are: Interval ownership Vacation license

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Resort sharing.

The time-share concept helps in exchanging resorts between the members of the resorts affiliated to RCI. An RCI member has the advantage of spending their holiday among the 4322 resorts worldwide for a stay of week.

HOW TO BECOME AN RCI MEMBER

A customer who is interested to become a RCI member first has to be a life time or long term member of the RCI affiliated resorts. Those members of that resort will indirectly become members of RCI global vacation network.

The resorts to become affiliated to RCI shoul have the facilities and services in it as a standard requirement prescribed by RCI and has to register with RCI by paying a fixed amount of fees, and there by the members of that resort will in turn become members of RCI.

RCI Global vacation Network Size

Our network is the largest and most diverse in the world.

Exchange RCI global vacation Interval international

Members 3,278,000 1,697,000

Resorts 3,845 2,195

Exchanges 2,608,000 858,000

Propensity 80% 51%

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REVENUE GENERATION FOR RCI

RCI has its revenue generation in two modes,

RCI

B-to-B

B-to-C

Resort affiliation

Resort Exchange Space banking Rentals Renewals.

B-to-B

B-to-B refers to Business to Business where 2 businesses together does a business. It means businessses being interlinked with each other in order to generate revenue to each other businesses indirectly. Here RCI as a businees does business with other resorts in order to generate revenue to both the business.

RESORT AFFILIATION

It is a kind of revenue generation for RCI as well as to the resorts.

29

RCI as a business needs to be affiliated with various resorts to expand its services and to increase its income. The resorts to become a part of RCI need to pay a subsidised amount as fee to RCI in order to become its member, by this when a resort becomes its member the RCI will increase its services worldwide among all its affiliated resorts and inturn all the members of the affiliated resorts will become the members of RCI global vacation network.

Currently RCI has 4,322 resorts affiliated worldwide, where 64 resorts are from India.

B-to-C
It means business to customers, here customers refers to members of RCI.

RESORT EXCHANGE

Resort exchange allows owner of a time-share resort, to exchange his users right at that resort that year, with another resort where he does not own a time-share. When a member wants to travel/ plan a holiday, he/she can choose to exchange their stay from their respective home resort to any other RCI affilated resort by confirming their travel plan and by paying the exchange fee to RCI.

EXCHANGE MECHANICS INCLUDES

1. Affiliation of a resort to RCI. 2. Members of that resort become RCI members. 3. Travel by availing an exchange.

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STANDARD EXCHANGE INCLUDES

1. Deposit a week. 2. Request for a holiday. 3. Search system for a match. 4. Confirmation received 5. Go on a holiday!

We are growing exchanges and rentals, both in terms of number of transactions and geography; the growth in vacation renters brings new people in to the Vacation Ownership experience, thus providing sales opportunities for our affiliates. It also provides existing members expanded exchange and rental opportunities in more types of accomodations in more geographic locations around the world.

SPACE BANKING The process of the member submitting their entitled week stay from their home resort is known as space banking. Here the member who is interested to exchange his stay of reosrt has to deposit his right of a week stay in his membership owned resort to RCI.

RENTALS If an RCI member is visiting a place, where there are no RCI resorts found than that person can avail the facility of RCI rental, where RCI helps such members to stay in some hotels contracted to RCI of that location at a subsidised cost.

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RENEWALS The process of renewing the RCI membership by paying a minimum amount of service charges.

BENIFITS OF BEING AN RCI MEMBER

BENEFITS IN TERMS OF FLEXIBILITY

Flexibility of the date to travel for the RCI member Flexibility in making choices in terms of date, place, time etc. Flexibility in choosing the area to travel for a holiday package.

BENEFITS IN TERMS OF VARIETY Variety in the location of their travel. Variety in the type of stay. Variety in the style of living holiday.

CONSTANT THREE PRIORITIES OF RCI

RCI has constant priorities in its growth, they are as follows.

1. Enhance the Networks Value Proposition. 2. Extend the Networks Business Model. 3. Expand the Networks Geography.

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1.Enhance the Networks Value Proposition

Transforms to a web-centric company Refresh product features and benefits Fuse exchange and rental inventories Deliver universal QA promise Offer new membership tiers and programs Foster new segments (TRC,PURE, EURO Ski) Acquire new B2B & Property pipeline Shift to percent of sales (pos) pricing

2. Extend the Networks Business Model

New asset Management Model/Opco Model New Circular Exchange Algorithm New Leisure Accommodation auction Platform New Sales Brokerage Services

3. Expand the Networks Geography

Rental programmes- North America, Central Europe, GCCs Exchange Programs- India, China, GCCs.

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NEW PERSPECTIVE OF RCI

Market leader in the Vacation exchange and Rental industry.

Market leader in the vacation brokerage business

WE ARE IN THE VACATION BROKERAGE BUSINESS..

Think brokerage from a market maker perspective Think NYSE from an operations & execution perspective. We are in the business of matching supply and demand of vacation destinations and accommodations worldwide. .. Which we do through an exchange-like market mechanism that we refer to as our global vacation network.

COMPETITORS OF RCI
NATIONAL COMPETITORS

Club Mahindra Sterling resorts Ffort Raddisson Holiday Inn- Goa

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Le Royal Meridien Lotus Suites Royal Goan Beach club Orange County.

INTERNATIONAL COMPETITORS Hilton Sheraton Club hotel Hyatt Marriot Disney.

MILESTONES OF RCI

Maintains more than 70% market share in vacation ownership, the fastest growing and most dynamic segment of the travel industry. Partners with developers in over 100 countries across 4000 affiliated resorts. Trusted by over 3.2 million member families and 500 business customers worldwide. Supported by over 3000 employees in 52 countries. Over 25 million exchanges provided since inception.

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Chapter 4 Analysis and Data Interpretation.

Introduction

The data was collected from 100 respondents who are working in call centres. A set of questionnaires were firstly issued to 10 respondents as a pilot study in order to know whether the set objectives of the study are fulfilled, then later the verified questionnaires were issued to 100 respondents working in call centres and thus analysis made is based on that aspect.

Analysis acts as the basis for suggestions, recommendations, and conclusion for the problem worked out during the research study.

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Gender profile of respondents

The study was conducted for all the male and female employees working in call centres at Bangalore, and thus an attempt was made to analyse the gender profile ratio of the respondents.

Table 1 Gender profile of the respondents. Gender Male Female Total Source: Primary data. Number of respondents 66 34 100 Percentage 66 34 100

From the study it is found that 66 of 100 respondents taken for the study are males constituting 66% of the total followed by female respondents constituting 34 of the total 100 respondents taken for the study.

Hence male respondents constituting 66% are the majority taken for the study, followed by the female respondents constituting 34% of the total. The above given data is schematically presented in the following diagram.

Figure I Gender profile of the respondents.

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Gender profile of the respondents

70

60

50

Percentage

40 Male 30 Female

20

10

0 Male Gender group Female

38

Age group of the respondents

An attempt was made in the study to find out the age groups of the respondents working in call centres at Bangalore, and hence status of their age group is shown in the table below.

Table 2 Age group of the respondents Age group Below 20 years 21-25 years 26-30 years 30 years & above Total Source: Primary data. Number of respondents 41 48 10 1 100 Percentage 41 48 10 1 100

From the study it is found that 48 of 100 respondents taken for the study were in the age group between 21-25 years, followed by 41 of 100 respondents in the study were below 20 years of age, followed by 10 respondents between the age group of 26-30 years and just 1 respondent were of 30 years of age and above. Hence it is inferred that majority of the respondents taken for the study are young people ie, below 25 years constituting 89% of the total respondents taken for the study, followed by 10% and 1% of the respondents belonging to 26-30 years & 30 years above age respectively. The above given data is schematically presented in the following diagram. Figure II Age group of the respondents.

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Age group of the respondents

50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% <20 years 21-25 years 26-30 years >30 years <20 years 21-25 years 26-30 years >30 years

Percentage

Age groups

40

Qualification of the respondents

An attempt was made from the study to know the qualifications of those respondents working in call centre jobs. The data collected is hence put forth in the table below.

Table 3 Qualification of the respondents. Qualification Pre- university Graduation Post-graduation Other courses Total Source: Primary data. Number of respondents 30 53 7 10 100 Percentage 30 53 7 10 100

From the study it is found that 53 of 100 respondents taken for the study are graduates and 30 had done pre-university, followed by 7 of the respondents who had done postgraduation and 10 respondents taken for the study had done other courses. Hence majority of the respondents taken for the study were educated up to graduation constituting 53% of the total, followed by pre-university qualified respondents constituting 30%, followed by post-graduation and other courses constituting 7% and 10% respectively. The above data is schematically presented in the following diagram.

Figure III Qualification of the respondents.

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Qualification of the respondents

60%

50%

40%

Percentage

Pre-university 30% Graduation Post-Graduation Other courses

20%

10%

0%
ty n n at io tio er si ua du ou iv rs e O th e rc s

Pr eun

G ra d

Experience status of the respondents

Po

Qualification

st -G ra

42

For the study an attempt was made to know the experience status of the respondents and hence data collected is put in the table below.

Table 4 Experience status of the respondents. Experience Status Yes No Total Source: Primary data. Number of years 60 40 100 Percentage 60 40 100

From the study it is found that 60 out of 100 respondents taken for the study had previous work experience and the rest 40 respondents had no previous work experience.

Hence it is inferred that majority of the respondents taken for the study constituting 60% had previous work experience and 40% of the respondents had no previous work experience in any field.

The data given is schematically presented in the following diagram.

Figure IV Experience status of the respondents.

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Experience status of the respondents

60 60

50

40 40 Percentage

30

yes no

20

10

0 yes Experince status no

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Respondents nature of work experience

An attempt was made in the study to know from those respondents who had previous work experience, the nature and type of organization they have worked with. Here it should be noted that only 60 of the total respondents had work experience and hence total number of respondents would be 60. The data collected is hence put forth in the table below.

Table 5 Respondents nature of work experience Nature of work experience Call centre Non call centre Total Source: Primary data Number of respondents 35 25 60 Percentage 58 42 100

From the study it is known that, 35 of 60 respondents had previous work experience in call centres and 25 of 60 respondents had their work experience in non-call centre jobs. Hence it is inferred that majority of the respondents constituting 58% had work experience in call centre jobs followed by 42% of the respondents who had work experience in non-call centre jobs. The above given data is schematically presented in the following diagram.

Figure V Respondents nature of work experience.

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Nature of experience of the respondents

35

30

25

Percentage

20 Call center 15 Non-call center

10

0 Call center Non-call center Nature of work experience

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Respondents reasons for quitting previous call centre jobs.

An attempt was made in the study to know the reasons to quit previous call centre jobs, from those respondents who had work experience in call centres hence it is to be noted that the total number of respondents who had work experience in call centre jobs were only 35 and thus the number of respondents for this data would be only 35.

Further it is to be noted that respondents had the previlege of marking multiple answers and hence the number of responses would be more than the respondents. The data collected is hence put forth in the following table.

Table 6 Respondents reasons for quitting previous call centre jobs. Reasons to quit Less salary Shift timings Lack of career growth Process shut down Superior relationship Personal reasons Others Total Source: Primary data. Number of respondents 20 23 13 10 5 7 9 87 Percentage 23 27 15 11 6 8 10 100

From the study it is found that 23 out of 87 responses obtained from the study have quit the previous job for shift timings constituting 27% of the total, followed by 23 responses said less salary as the factor for quitting previous job, followed by lack of

47

career growth, process shut down, other reasons, personal reasons, and bad superior relationship as the factors for quitting previous jobs constituting 15%, 11%, 10%, 8%, and 6% respectively. Here it should be noted that the other reasons said by respondents include location, health conditions, to continue studies, to look after business as the reason for quitting previous call centre jobs.

Hence from the above table it is inferred that shift timings and salary are the major factors for individuals to quit the present jobs and go for a new job.

The above given data is schematically presented in the following diagram.

Figure VI Respondents reasons for quitting previous call centre jobs.

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Reasons for quitting previous job

8%

11% 6%

Less salary Shift timings Lack of career growth Process shut down Bad superior relation Personal reasons Others

27%

15%

10% 23%

Factors Motivating respondents to join call centre

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An attempt was made in the study from the respondents to analyse the motivating factors for individuals to join call centre jobs. Further it is also to be observed that the respondents had the privilege of marking multiple options and hence the responses would be more than the number of respondents.

The data collected is hence put forth in the table below.

Table 7 Motivating factors to join call centre jobs. Motivating factors Salary Work culture International exposure Lack of opportunities in other fields Just for experience Other reasons Total Source: Primary data. Number of responses 30 23 17 20 18 3 111 Percentage 27 21 15 18 16 3 100

It is found from the study that 30 responses constituting 27% have said salary as the main or prime motivating factor for them to join call centre jobs, followed by 23 responses constituting 21% saying work culture as the motivating factor, closely followed by 20 responses constituting 18% as lack of opportunities in other fields as the motivating factor to join call centre job, further followed by 17 responses constituting 15% as international exposure, followed by 18 responses constituting

50

16% saying just for experience they have joined call centre job, followed by 3 responses constituting 3% saying other reasons like exposure, to improve communication skills, and to be self dependant as the motivating factors for respondents to join call centre jobs.

Hence it is inferred from the study that majority of the respondents motivating factors to join call centre jobs are salary and work culture which constitute a total of 60% of the responses obtained.

The above given data is schematically presented in the following diagram.

Figure VII Motivating factors to join call centre jobs.

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Motivating factors to join call center

3% 16% 27% Salary Work culture International Exposure 18% Lack of opportunities Just for experience Other reasons 21% 15%

Respondents Motivating factors to sustain in a company for longer period.

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An attempt was made in the study to know the factors that motivate respondents to sustain in a company for longer period of time.

Here it is to be noted that, the respondents had the previliege of marking multiple answers and hence the number of responses would be more than the number of respondents. The data collected is hence put forth in the following table.

Table 8 Motivating factors for individuals to sustain in a company for longer period of time. Factors to sustain Salary Management relationship Shift timings Job profile Career growth Good team Others Total Source: Primary data. Number of responses 22 15 7 19 42 32 1 138 Percentage 16 10 5 13 30 22 5 100

From the study it is found that 42 of 138 responses constituting 30% of the total preferred career growth opportunities as the motivating factor to sustain in a company for longer period of time, followed by good team to work had 32 responses constituting 22% of the total.

Further followed by salary with 22 responses, job profile with 19 responses, management relationship with 15 responses, shift timings with 7 responses and other reasons like good team and environment with only one response of the total constituting 16%, 13%, 10%, 5%, and 4% respectively. 53

Hence it is inferred that career growth and good team constituting a total of 52% are the major factors for individuals to sustain in a company for longer period of time.

The above given data is schematically presented in the following diagram.

Figure VIII Motivating factors for individuals to sustain in a company for longer period of time.

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Factors to sustain in a company for longer period.

5%

16% 10%

22%

5%

13% Good salary 29% Management relationship Shift timings Job profile Career growth Good team Other reasons

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Respondents response to continue their career in call centres

An attempt was made in the study to know the interests of the respondents to continue their future career in call centres or not to continue in call centres.

The data collected is hence put forth in the table below.

Table 9 Respondents response to continue their career in call centre jobs. Response to continue Interested Not interested Total Source: Primary data. Number of responses 30 40 70 Percentage 43 57 100

From the study it is found that 57% of 100 respondents taken for the study were not interested to continue their career in call centres, followed by 43% of the respondents were interested to continue their future career in call centre jobs.

Hence it is inferred that majority of the respondents taken for the study were not interested to continue their career in call centre jobs.

The above given data is schematically presented in the following diagram.

Figure IX Respondents interests to continue their career in call centre jobs.

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Respondents interests to continue in call centre

60

50

40 Percentage

30

Interested Not interested

20

10

0 Interested Not interested Respondents interests

Respondents reasons for not being interested to continue their career in call centre jobs.

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From the previous data it is clear that 57% of the respondents were not interested to continue their career in call centre jobs, so an attempt was made in the study from those non interested respondents to find the reasons or factors for not being interested to continue their career in call centre jobs. The data collected is hence put forth in the table below.

Table 10 Respondents reasons for not being interested to continue their career in call centre jobs. Reasons Shift timings Health problems Repetitive work Lack of growth opportunities Inadequate salary Difficult work Total Source: Primary data. Number of respondents 8 10 12 7 2 1 40 Percentage 20 25 30 18 5 2 100

From the study it is found that 12 out of 40 respondents constituting 30% of the total said repetitive work as the major factor for not being interested to continue in call centres, followed by 10 out of 40 respondents constituting 25% of the total said health problems as the reason for not being interested in call centres.

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Further the various other reasons of the respondents for not being interested to continue in call centres includes shift timings, no growth, less salary, and difficult work constituting 20%, 18%, 5% and 2% respectively.

Hence from the above it is inferred that repetitive work and health problems constituting a total of 55% are the major factors for respondents not being interested to continue their career in call centre jobs.

The data given above is schematically presented in the following diagram.

Figure X Respondents reasons for not being interested to continue their career in call centre jobs.

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Respondents reasons for not interested in call centre

35

30

25

Shift timings Percentage 20 Health problems Repititive work No growth 15 Less salary Difficult work

10

0
m s or k gr ow tim in le w la sa ss pr ob e tw ul iff ic D or k gs th Le ry

tiv iti ep

ift

Sh

ea

lth

Respondents reasons

Respondents preference of other fields.

An attempt was made in the study to know the preferences in other fields, of those respondents who were not interested to continue their career in call centres. 60

Here it is to be noted that the number of respondents who were not interested to continue their career in call centres are only 40 as seen from the previous data.

The data collected is hence put forth in the table below.

Table 11 Respondents preferences in other fields. Preferences in other fields HR field Business Administration field Accounts field Technical field Multimedia field To continue education Bio-tech Total Source: Primary data. Number of respondents 4 5 10 6 2 2 8 3 40 Percentage 10 13 25 15 5 5 20 100%

From the study it is found that 10 out of 40 respondents constituting 25% of the total preferred administration field as their interest to continue their career after call centre jobs. Closely followed by 8 responses constituting 20% of the total respondents preferred to continue further education after their call centre job.

Further the various other fields preferred by the respondents are accounts field, business, HR field, Bio-tech, technical and multimedia constituting 15%, 13%, 10%, 7%, 5% and 5% respectively.

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Hence it is inferred that majority of the respondents prefer administration field for their career, followed by to continue further studies.

The data given above is schematically presented in the following diagram.

Figure XI Respondents preferences in other fields.

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Respondents preference in other fields

30

25

20

HR field Business Administration field

Percentage

15

Accounts Technical Multimedia Continue education Bio-tech

10

0
ne ss tra tio n f A c i el d co u Te nts ch ni C ca M on ul tim l tin ue ed ed i a uc at io n Bi ote ch is R H fie Ad si m Bu ld

in

Respondents preferences

CHAPTER 5 SUMMARY OF FINDINGS AND CONCLUSIONS

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After a through analysis some of the findings and conclusions obtained from the study are as follows

FINDINGS

1. It is found from the study that 66% of the respondents taken for the study are males and 34% of the respondents are females.

2. It is found that 50% the respondents working in call centres are educated up to graduation.

3. Majority of the respondents constituting 48% of the total employees working in call centres are in the age group between 21-25 years.

4. It is found from the study that 60% of the respondent employees taken for the study have previous work experience.

5. It is found that 58% of respondent employees taken for the study have previous work experience in call centre jobs only.

6.

From the study it is found that career growth and good team to work constitutes the major reason for the respondent employees to continue in the organization.

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7. It is found from the study that factors like night shift, health problems, and lack of growth opportunities are the major reasons for employees not to continue in call centre jobs.

8. It is found that health problems and shift timings are the major reasons for the respondent employees to quit call centre jobs.

9. It is found from the study that more than 50% of the respondent employees taken for the study were not interested to continue their career in call centre jobs.

10. From the study it is found that administration field and to continue further studies were the major options preferred by the employees to continue their future career after call centre jobs.

CONCLUSIONS

We can conclude by saying that majority of the employees working in call centres are youngsters below the age of 25 years.

65

We can also state that majority of the youngsters join call centres because of reasons like, to get good exposure, to improve communication skills, and to be self-dependent.

It is inferred from the study that employees would sustain for long period of time in call centres if the company has good career growth opportunities, good team with adequate salary and working conditions.

Finally in order to decrease the attrition rates in call centres, the company has to provide career growth opportunities, and company should help the employees to continue their education by having tie-ups with some reputed universities.

CHAPTER 6 SUGGESTIONS AND RECOMMENDATIONS

Some of the suggestions and recommendations obtained from the study are

66

SUGGESTIONS AND RECOMMENDATIONS

1. Companies should give extra incentives or benefits to those call centre employees working in the night shifts.

2. Call centre jobs should have good career growth opportunities for the employees working there and call centre companies has to inform the growth opportunities to the employees at the time of joining.

3. Employees working in call centre jobs should be placed in good teams with friendly and understanding colleagues.

4. Companies should have dietitians and nutritions to take care of employees health, and to provide good hygienic food for the call centre employees.

5. The company should train the employees in multi-task works, and a continuous job rotation has to be provided in order to make their jobs challenging.

6. Company has to provide transportation facilities to the employees working in the night shifts.

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7. In order to retain the employees for long period of time companies should have tie-ups with some universities, which helps the employees to continue their further education.

8. The superiors should have very friendly and understanding relationships with their subordinates in order to motivate employees to work better.

9. Adequate amount of salaries has to be paid to the employees as it plays the major factor for individuals to join call centre jobs.

BIBLIOGRAPHY

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BOOKS
Personnel management (Dr.k.Aswatheppa)

ARTICLES
Business today, November 5th 2006 edition. Business today, September 25 2005 edition. India today, July 31 2005 edition.

WEBSITES
WWW.GOOGLE.COM WWW.CALLCENTRE/INDUSTRY.COM WWW.CALLCENTRE/INDIA.COM WWW.CALL-CENTER-INDIA.COM WWW.MSNSEARCH.COM

Questionnaire

69

I Sneha priya T.N. student of Sri bhagwan mahaveer Jain College, k.g.f. Is doing a project on the motivating factors for individuals to join, sustain and quit call center jobs in Bangalore. So I request you kindly to fill up the questionnaire and accomplish the required details.

1. Name:

2. Gender:

3. Education:

4. Age a) Below 20 years b) 21-25 years c) 26-30 years d) 30 years above

5. In which year did you join this job? (a) Before 2000 (b) 2001-2003 (c) 2004-2006 (d) 2006 onwards. 6. Do you have any previous work experience? Yes/ No

If yes please proceed, If No please go to question number 10

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7.Please mention the number of years of experience (a) < 1 year (b) 1-2 years (c) 2-4 years (d) > 4 years

8. Please mention the type of job you had worked previously (a) Call center (b) Non- call center

If call center please specify Outbound sales Inbound sales Technical support Collections/ retentions Quality.

9. Please mention the reasons for quitting your previous job. (a) Less salary (b) Shift timings (c) Lack of career growth (d) Process shut down (e) Misunderstandings with management

71

(f) Personal reasons (g) Others (please specify)_________________

10.Please mention the factors that motivated you to join in call center (a) Salary (b) Work culture (c) International exposure (d) Lack of opportunities in other fields (e) Just for experience (f) Others (please specify)__________

11.Please mention the factors that motivate you to sustain in a company for longer period of time. (a) Salary/ incentives (b) Management relationship (c) Shift timings (d) Job profile (e) Career growth (f) Good team (g) Others (please specify)______________

12. Are you interested to continue your career in call center? Yes/ No

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If No, than to which field do you want to go?

If yes, than what are the reasons that made you to continue your career in call center?

13.what are your expectations from the company?

_____________________________________________________________________

THANK YOU

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