HRO and Payroll BPO
June 2007
HR Value Chain
Job Data Changes
Personal Data Changes
Hire & Rehire
Termination & Retirement
Tax Data Change
Leave of Absence
Direct Deposit
Position Creation
Resume Scanning
Screening & Scheduling
Evaluating & Selection
Background check
Offer/Contract Management
Application Tracking
Sourcing
&
Recruitment
Employee Contact Center
Budgeting
Training Administration
Training need and Analysis
Training Calendar
Scheduling, Logistics & Analytics
Mode of Training
Content creation & Mgmt.
Competency Mgmt.
Assessment, Feedback & Reporting
Learning
&
Development
EDM
Query Scoping
Query Resolution
Query Escalation
Query Evaluation &
Reporting
HRO
Build-to-Gross
Gross-to-net
Post-net
Benefits
Administration
Separation
Exit Management
- FFS
- Exit Interviewing
- Pension Administration
- Outplacement and
Career transition
Payroll Administration
Analytics
&
Reporting
Attrition Analysis
MI Reports & Analytics Employee
Records etc
Benefits Eligibility
Enrollment
- DC & DB
- Health & Welfare
Ongoing Administration
COBRA / HIPPA Administration
Experience certainty
Services Overview
Position Creation
Sourcing &
Recruitment
Candidate Screening
& Selection
Job-description
Resume Sourcing
Sources
Modes
Position Matching
Interview
Scheduling
Build-to-Gross
Payroll
Administration
Collation of
payroll-relevant
data from various
sources
Compute gross
pay / earnings
Eligibility and
Enrollment in
various
DB,DC,Health &
General beneots
Computing net-pay of
the employee
including taxes,
benefits, and other
deductions
computation.
Status Changes
Database
Maintenance
Claims Processing
Joining
Documentation
Follow-up &
Tracking
Post-net
Direct-deposit file
GL posting journal entry
Payroll register
MIS and operational reports to internal & thirdparty agencies
Periodic and annual activities: Statutory and
tax deposits / returns
COBRA / HIPPA
Administration
On-going
Administration
Documentation &
Accesses
Offer/Contract Letter
Referral / Background
check
Medical / Drug test
Pre-Joining Documentation
Gross-to-net
Eligibility and
Enrollment
Benefit
Administration
Offer/Contact Letter
Management
COBRA Enrollment,Termination
Direct Billing & Payments
HIPPA Administration
Reports: Statutory,MIS
Experience certainty
Services Overview
Design & Development
Training &
Development
Training Calendar
Layout, look & feel
Training Mode
Training Database Management
Tracking and Recording
Participant Data, Progress,
Development Path etc.
Trainers Data, Scheduled
Sessions, past sessions etc.
Content Management
Training Delivery
Course Creation
Course Customization
Notification Administration
Separation
Exit Notification
Follow-up: Employee, Manager
Update: Access Control,
Database, Tracker Metrics,
Distribution List
Data Validation
Employee
Data
Management
Compliance with business rules
Input Data Validation
Indexing
Data Massaging: Input Data
Purging
Approvals
Training Need Analysis (TNA)
Competency Management
Exit
Scheduling
Interview
Questionnaire
Separation Reasons
Others
Data Capture
Digitization
Scanning
Manual Entry
Master Creation
HR Details
Status Change
Quality Review
Logistics
Training coordinator
Scheduling, Trainer,Venue
Training Material & Handouts
Effectiveness Evaluation
Participant Performance
Tests,Projects
Takeaways
Feedback
Root-Cause Analysis
Reports to Stakeholders
Senior Management, Line / HR
Manager, Audit & Compliance,
Emp. Relations
Data Readiness
Data hand-off
Payroll Processing
Benefit Administration
HRMS Update
Reporting & Analytics
MIS, Customized, Statutory
Experience certainty
Services Overview
Employee Contact
Centre
Query Scoping
Query Resolution
HR Policies
Pay related
Address & Personal Details
Change
Leave balance & application
Benefits Queries
Others.
Ticket Raising
Database Inquiry
Employee Database
FAQ Database
Documentation - Solution
Ticket Closure/
Escalation
Data Input
Data Massaging
Formatting of data from
different sources
Data upload / entry
HR Analytics
Interface Management
Mange Interfaces with
HRMS
Time & attendance
Payroll Application
Data Query
Query Escalation
Problem Analysis
Solution provision
Documentation Escalation
Query Evaluation & Reporting
SLA Adherence
Satisfaction (CSAT) survey
Operational, MIS ,Error Reports
Reporting & Dashboards
Compensation
Average Compensation
Levels
Deviations from industry
standards
Payroll trends analysis
Overtime costs by cost
center etc
Others
Employee Performance
Employee Satisfaction
etc.
Workforce and Attrition
Workforce Diversity
Employee turnover
Workforce Planning
labor costs analysis
Benefits
Analysis of non-cash
benefits
Participation trends by
Geography , Benefit Plan
Experience certainty
TCS HRO Growth Plan & Roadmap
Growth Plan
2006
2008
Approach Customers with
payroll offering
Start offering HCM platform to
customers
Complete Global Platform for
20 countries
Commence building the
SAP Payroll platform for
global customers
Complete Global Payroll Platform
for 12 countries
Complete global footprint in
BPO delivery with showcaseable operations
Finalize the partnership with
Regulatory and Tax
consulting firm
Serving to customer base of
1 large customer & 3 Midsized customers for HR
Platform Expansion
2007
TCS payroll template ready
for
UK
USA
India
Serving to customer base of 5
large customer & 12 Mid-sized
customers for HR Outsourcing
Processing 215,000 employees
payroll
Complete Global Payroll Platform
for 12 countries including
Europe:
Asia:
Netherland,
Germany, Italy,
China,Singapo
France, Belgium
re,Hong Kong
Australia
Latin America:
North America:
Canada,
Brazil
Mexico
Serving to customer base of
12 large customer & 24 Midsized customers for HR
2009
Global footprint with ability to
offer HRO in more than 35
countries
Serving to customer base of 25
large customer & 45 Mid-sized
customers for HR Outsourcing
Processing approximately 1 Mn
employees payroll
Processing 480,000
employees payroll
To be recognized as Top 3
platform-based payroll BPO
player and a leading HRO player
Complete Global Platform for
20 countries with focus on
Global footprint with ability to
offer HRO in more than 35
countries
Eastern European
countries
Asian Countries
Experience certainty
Indicative Innovation & Process Improvement Roadmap
Phase
Optimization
Focus
Progressive
automation
Conversion of
major KMs to SLAs
Phase
Focus Knowledge absorption
Process Replication
perfection
Stabilisation
Value Maturity Growth
Focus
Technology & Process
Innovation based Business
Transformation
Transaction based model
Start
Six sigma
(DMAIC)
Merger of
processes
Leverage
learning,
improve
Client internal
Processes
Platform
enablement
Reduction of
FTE and move
to automation.
Process
Optimization
Lean Sigma
Process
Velocity
Automation
led process
Re-engg
Platform
enablement
Workflow &
Process Flow
Automation
Tools
Reporting
dashboards
Fine tune the
process
Documentation
6 Months
12 Months
18 Months
Relationship Maturity
Experience certainty
TCS BPO Delivery Footprint - 6,600+ FTEs
Investment in infrastructure to host ~8000 FTEs in a single shift operation
European local language support (6 languages) provided from Budapest
Implementation of the Right-Shore Model across our delivery centers
We can leverage our Global Networked Delivery Model for our BPO customers
Europe
1
23
UK
N. America
1
850
APAC
10
India
5
85
3690
Iberoamerica
2
1950
Number of delivery centers
Number of FTEs
TCS leads the emerging globalization imperative
As on May 2007
Experience certainty
Case Study: Global Task Management Company
Company Overview:
Global Task management
company.
Business Needs:
Operations on disparate payroll systems with technology obsolesce
High maintenance cost
Data integration across different geographies & group companies
Change Management - Roll out organization-wide HR policies.
Size and Scope:
33,000 Employees
spread across
Americas, Europe,
Middle East & APAC
End to End HR & Payroll
operations
Employee helpline &
Contact center
6 distinct legal
entities
Business Solution Offered by TCS:
Phased solution
Asis Transition
Process optimization and re-engineering
Offshore support for HR business and Payroll
operations
Migrate all HR & Payroll activities of group
companies and locations on to single application
Status: ~9,000 employees Payroll and EDM services are being delivered from India
Business Benefits:
Focus on core competency
Systems Used:
Disparate payroll
system with
decentralized payroll
operations
Centralized operations from SSC
Easy manageability Single SLA
Reporting and Control
Detailed documentation of business processes
Experience certainty
Case Study: Water Utility Services
Company Overview:
Water Utility company
Business Needs:
Fragmented HR process, lack of Internal controls and procedure adherence
High cost of HR administration
Absence of process standardization and documentation
Size and Scope:
2,000 employees spread
across U K
Administrative support
Change Management - Roll out organization-wide HR policies.
Business Solution Offered by TCS:
Phased solution
Asis Transition
Recruitment
Implement Workflow Management
Learning &
Development
Integrate Technology Support
HR Admin.
Online Query Management System
Absence
Leavers
MI & Analytics
Performance Quality Management
Centralized HR administration functions from single delivery centre and Help line
support from near shore
Strategic HR Analytics and Reporting
Business Benefits:
Data Input
Focus on core competency
Centralized operations from SSC
Systems Used:
Trent
Easy manageability Single SLA
Reporting and Control
Detailed documentation of business processes
Experience certainty
Case Study: Insurance Provider
Company Overview:
Insurance Provider
Business Needs:
Fragmented HR process, lack of Internal controls and procedure adherence
High cost of HR administration
Absence of process standardization and documentation
Size and Scope:
1,200 employees
Full HR Provision
Recruitment
Payroll
Remuneration &
Benefits
Learning &
Development
HR Admin.
Absence
Leavers
MI & Analytics
Data Input
Strategy Provision
Change Management - Roll out organization-wide HR policies.
Business Solution Offered by TCS:
Phased solution
Asis Transition
Implement Workflow Management
Integrate Technology Support
Performance Quality Management
Online Query Management System
Creation of Onshore/Offshore model
Strategic HR Analytics and Reporting
Business Benefits:
Easy manageability Single SLA
Reporting and Control
Systems Used:
PeopleSoft
Detailed documentation of business processes
Experience certainty
TCS Unique Payroll Offering
June 2007
TCS SAP Strategic Alliance
TCS Global Payroll Platform is built on SAP Payroll engine
TCS is Global BPO Partner of SAP
TCS is pioneer in providing global payroll services on a single global platform
22 December 2014
Payroll Solution - Utility-based model
Intangibles
Traditional
Less Quality Focus:
Payroll as a function not a
process.
Scope for process
improvement
OPEX
Employee costs
Overheads costs of
payroll department
Periodic System Upgrades
CAPEX
Implementation
Interface Development
Hardware
Software Licences
Next-Generation
Effective Change Management
ScalabilityGeographic, Process
Process Automation
Sox Compliance
Global Best Practises
Six Sigma Rigor
TCS Payroll Services on Global Platform on SAP
(no investment by client on hardware and software)
TCS will administer end-to-end payroll
administration
TCS will
Own
SAP Payroll licenses
Hardware for SAP payroll
Implement client payroll on TCS SAP payroll solution
Maintain the SAP payroll application
Implement & Maintain interfaces between payroll &
clients HRMS, Finance & other applications
Upgrade Payroll System
Utility-based
cost
Fee per Paystub*
* With Minimum setup
cost
22 December 2014
Scope of Services Payroll Administration
Build-to-Gross
Collation of Payroll
Relevant Data
Gross-to-net
Net pay Computation
Taxes
Benefits
Other earnings/
deductions as
garnishment, severance
Gross Pay Computation
pay etc...
Post-payroll
Net Pay Payment
Direct Deposit
Pay check
Financial Posting
General Ledger
Posting Journal
Master Data
Reports
Time Management
TCS Global Payroll Platform on SAP Engine
Garnishments/
Benefit /Others
Salary Register
MIS & Operational reports for
internal & third party agencies
Periodic & Annual Activities
Statutory & Tax returns
Filing
Deposit
TCS administers end-to-end payroll process in compliance with country-specific rules,
and organization-specific rules
22 December 2014
Service Level Agreements
Service Area
Payroll
Processing
Employee Data
Maintenance
Contact Centre
Support
Service Level Agreements
Definition
Pay slip Accuracy
% pay slips with all CTQ (critical to quality) information
correctly mentioned
Timely Payroll Run
Payroll run on pre-defined date
Timeliness of generation of
output files
Generation of output files (Bank/Payment) within x days of
payroll run
Timeliness of data entry for
respective forms
Respective data is entered in systems in defined
timeframe
Accuracy for data entry of
respective forms
Respective data is entered accurately in systems
Call Response Rate
% calls answered against offered within x time period
(usually 30 Seconds)
First time Resolution of
queries/Emails
% resolved at first time/within x hours
Average hold time
Average waiting time for a call maker before getting a
response
Average handling time
Average time taken to resolve a query
22 December 2014
Service Performance Report: Monthly Reporting
22 December 2014
Service Performance Report : Daily Reporting
22 December 2014
Key pillars of successful BPO delivery
Risk
Management
Transition
Successful
BPO
delivery
Infrastructure
And
Technology
Quality
Governance
HR
22 December 2014
Transition Methodology
Relationship Mgmt
Business
Opportunity Id
ID Potential Biz. And
Opp
Pre Migration
Questionnaire
Process Selection
Scorecard
Gather Business Needs
Investigate Business Y
Potential Project CTQs
Identify and Set
Expectations on Project
Deliverables
Clear and Relevant Biz
Case
Capture High Level
Benefits for the Biz
Project Statement, Goal
Defined
Document Project Scope
Team Identified, Plan
Done
Team Charter Template
Create MGPP, if
applicable
Project Communication
Plan
Tollgate Dates, Signoff
As-Is COPIS is Mapped
Create Process COPIS
Due Diligence &
Solution Design
Resourcing &
IT Setup
Process
Understanding
Resource
Planning
L2, L3 process maps
Tech/ Telecom Details
Establish Process CTQs &
Hiring Plan
Training Plan
Measurement Criteria
Data Collection Plan
Activity Analysis
Analyze Volume Data: Max.,
Min, Seasonality
FTE Ramp Up Plan
Conduct Activity Analysis
Document Process Best
Practices
Identify Variation Sources
Identify Process Risks
Conduct Cause and Effect
Analysis
FMEA Analysis
Pareto Analysis
Recruitment
Induction
Training
IT Setup
Detailed IT Design &
execution
BCP/DR Set Up
Site readiness
checklist
Pilot Implementation
Plan
IT Equipments
Configuration
IT Testing & UAT
Knowledge
Transfer
Onshore
Knowledge
Transfer
Hands on Training/
Shadowing
Training Assessment
and Certification
Process
Documentation
Review and Sign off
Offshore
Knowledge
Transfer
Process Training
System Training
Training assessment
Process reporting
requirements
Baseline CTQ Metrics
Capture existing process
reports
Solution Design
and certification
Monitor Team
Performance
Training Record
Revisit Process FMEA,
Risk and Contingency
Plan
Process Tracking Plan
Issue Escalation Plan
BCP Plan Finalized
CTQ:
1.Time taken for Sol Design
2.Success rate
Measure:
1. No of weeks for Sol Design
2. Rate of success of Solution
Tollgate 1
CTQ:
1. Adherence to
tasks
Measure:
1. Checklist
Tollgate 2
CTQ:
1.Time
2. Completeness
Measure:
1. TAT
2. Checklist
Tollgate 3
Steady State
Pilot
Pilot Start
Volume
Rampup
Monitor
Process
Performance
SLA Validation
Contingency
Certify Pilot
Performance
(VOC)
Handover to
Operations
Periodic
dashboard
review Plan
BCP drill test
Plan for metrics
non- compliance
BCP/ DR
Testing
Transition
review
Capacity/ staffing/
Transition review
Validation of
transition
deliverables
SOW Finalized
Pilot implementation plan
SOW Signoff
Tollgate 0
Steady State
Transition Management
CTQ:
1. Time
2. Completeness
Measure:
1. TAT
2. Checklist
Tollgate 4
VOC
CTQ:
1. Meeting customer
TAT
2. Meeting customer
accuracy
3. Customer
Satisfaction
Measure:
1. Avg FTE revenue in
the US $
2. TAT time met
3. Accuracy target met
4. Overall customer
rating
Tollgate 5
Experience certainty
Voice of Customer scorecard to ensure
effective transitions
VoC parameters
Project management
Process meeting all SLA parameters
Adequacy of client-TCS interface
Commitment to implement sustainable solutions
Responsiveness and customer
focus
Hospitality
chain
European
airline
Effectiveness and clarity in communication
Effectiveness of complaint resolution
Response time for suggestions
Focus on transactional productivity
Team dynamics
UK
bank
Structured communication
Proactiveness in solving issues
Flexibility to accommodate suggestions
Frequency and effectiveness of review
Overall project management
Process SLA adherence
Sample of TCS VoCs achieved
Professionalism
People skills
Overall customer satisfaction
4
4
4
1: Very Dissatisfied; 5: Very Satisfied
22 December 2014
Risk Mitigation Strategy
Risk
1. Knowledge Transfer
2. Current Process
Improvement Projects Delayed
3. Attrition at Customer
site during Transition
Impact
Mitigant
Inaccurate or Incomplete
training could lead to lots of
mistakes in the work, missed
deadlines and too much work
for reviewers
Impacted Processes require
longer training time
Rigorous Training plan
Exceptions to be documented
Strong communication & review rhythm
Dashboards to monitor performance
Increased Pilot phase for such processes
Extra support from process owners
Strong communication plan
High
Absence of trainer could
bring a halt to the training
Training plan to be re-evaluated during
transition phase in such circumstances
High
4. System Response
Time
Reduced Productivity
5. Inability to capture
some of the critical
issues during Sol ID
All Assumptions, CTQs
as well as Base lining to
be validated during
transition
8. Country Risk
High
Comprehensive system testing during
Transition phase inorder to ascertain
Optimal tech solution
Low
Detailed Project plan to be put in place to
validate the assumptions during the
transition phase
Medium
No issues foreseen at present to be
Validated at the time of Transition
6. Compliance
7. Customer Acceptance
Criticality
Relationship and Retention
issues Leading to customer
dissatisfaction
Political, Technical Instability,
Severe weather
Low
Right FTE profile, comprehensive
Training & backup to be created by cross
training the other team members of customer
Disaster Recovery Plan to be in place
During Transition. Also, FTE to be
Provided with laptop and remote access
Medium
Medium
Better to Plan Ahead.
22 December 2014
Governance Framework
Basic tenets of a good sourcing governance model:
Existence of Steering Committee
Well understood processes for exceptions
Formal methods of communication
System of controls and records
Executive Review
(Quarterly)
Client
Steering Committee
Set Strategic Directions
Review Status & Metrics
Lessons Learnt, Best Practices
Infrastructure/security status review
Annual/Quarterly Plan
TATA
Steering
Committee
Program Management Review (Fortnightly /
Monthly)
Client
Program Management
(input/participation from Line
Mgmt)
Staffing/Project Forecasts
Issue Resolutions
Metrics, Trends and Causal analysis
TATA
Business Relationship
Manager
Operational Review (weekly)
Client
Project Leaders
Technical Staff
Project Status
Issue Resolution
Reviews
TATA
Team Leaders
Team Members
Technical Staff
Clearly defined roles and responsibilities in the Governance model
22 December 2014
Governance Model: Key Program Indicators
Strategic
Customer Satisfaction Survey
Cost Reduction/ RoI
Service Level Compliance
Tactical
On-time delivery
Competency Improvements
Execution
Productivity
Quality
Effort
Metrics collection and reporting across all layers Common Information base
22 December 2014
Governance Model: Key Program Indicators
Mapping
Service Levels
Category
Strategic
Client Satisfaction
Customer Satisfaction
Internal Client Satisfaction
Customer Satisfaction
Overall Client Satisfaction
Customer Satisfaction
Retention of key staff assigned to the client
Retention
Retention of total staff assigned to the client
Retention
Delivered on Time
Delivery
Delivered on Budget
Delivery
Percent of work effort delivered within Target
Delivery
Problem Resolution
Responsiveness
No outages during critical period
Responsiveness
Applications availability
Performance
Productivity
Performance
Defects Production
Quality
Tactical
Execution
22 December 2014
Focused training programs to develop talent
New
Hire
Existing
Employees
Domain
Induction
Knowled
ge
2 Weeks
Industry Overview
Geography related
Regulations
Functional
Overview
Process
Training
On the
job
2 Weeks
2 Weeks
Language
System Training
Culture
Process Specific
SelfSkills
management
Classroom Training
Communication
and workshop
Skills
Training Methodology
Train The Trainer program
Incentives for best trainee, top scorers etc.
Regular testing and periodic refresher training programs
Person
Skill
al
Refreshers
develo
upgradati
pment
on
2 Weeks
2 Weeks
1 Week
Advanced Skills Certification Courses
Industry
Leadership
Management
Developments
Development
Development Programmes
Update
Performance
International
Process and
Improvement
Workshops/Seminars
Systems
22 December 2014
TCS HR Machinery Geared to Ramp-up Quickly
Channels
Internal Job
posting
Campus
Recruitment
Placement
Agencies
Web Apps
Employee
Referrals
Advertisements
Walk Ins
Attrition Management
Screening
Profile
Graduates
2+ years
relevant
experience
Skill Sets
Analytical
skills
Customer
focus
Commitment
to quality
Positive
attitude
TCS hired over 4224
people in the last
quarter (after screening
over 64000 candidates)
Selection
Offer
Multiple career paths
such as F&A, quality,
transition, ERP, etc
Listening &
Medical
Comprehension
checks
tests
Background
Analytical/
checks
problem solving
Individual
tests
NDAs
Written tests
Formal Recognition
Personal
interviews
Innovative stress
management techniques
like yoga
Regular coaching &
mentoring
Annual employee
satisfaction survey
Performance based
awards
Feedback through biannual appraisals
TCS is an Employer of
Choice (Hewitt Associates
survey 2004, IDC Dataquest
survey 2005)
Study assistance
programs
Attrition Rate
~17%
22 December 2014
TCS proprietary, best-in-class BPO quality
framework
Quality Management
System
(ISO 9000)
Six Sigma
Framework
(BPMS, DMAIC)
Quality Tools Used
Pareto Diagram
Fishbone Diagram
Control Charts
Box Plots & Histogram
FMEA
Gage R&R Study
Integrated
Process
Focus
Quality Control (QC)
Monitoring Process Performance to Prevent Defects
22 December 2014
TCS delivery is backed by globally networked IT
architecture
22 December 2014
TCS able to De-risk Solution based on
Strong Experience in BCP/DR
1. Operational Risk Management
Developed and deployed a robust Operational Risk
Management Framework for a High Street UK Bank.
Top 3 Operational risks
KYC compliance
ID & V for Voice Operations
Application of Business Rules for payment
processing
2. Information Security Management
Organization wide BS7799 compliance
DB operations (IT) in TCS Bangalore
is SAS 70 Type II compliant
Technical
The BPO operation is compliant
with DB Physical Security
guidelines
Control
Operational Control
Managerial Control
Project, Role based Information Access
Secure Internet connections and VPN based Remote access
Industry standard Firewall
Multi-layer Virus Protection
Central Storage / Backup environments
Data Backups, off site policy and restoration testing
Disaster Recovery Plans
Secure premises with access controls
Isolated Physical, N/W environment for specific relations
CDs, Floppy drives, USB ports disabled
Video monitored data centers
Process to destroy retired documents / data
Audit Trail and Log Review
Information Security Policy / Standards
NDA mandatory for all associates
Security Awareness sessions
Mandatory security quiz on regular basis
22 December 2014
TCS able to De-risk Solution based on Strong
Experience in BCP/DR
3. Business Continuity Management
Multi City / Country / Continent Delivery Capability
TCS Budapest
Hungry
Target Recovery Model
TCS Montana
Missoula, USA
TCS BPO Center
Chennai, India
TCS Vikhroli
Process
Data
Voice
Total
Process 1
Process 2
Process 3
Total
22
28
13
63
4
4
2
10
26
32
15
73
Process
RTO
Classification
Critical
<1 Day
Critical
<1 Day
Vital
<3 Day
BAU
Seats
26
32
15
73
Mumbai, India
TCS Think Campus
TCS BCP framework
Bangalore, India
Business continuity management process
Inventory of Mission Critical Applications
Business continuity and impact analysis
Writing and implementing continuity plans
Business continuity planning framework
Testing, maintaining and re-assessing business
continuity plans
Maintaining and re-assessing the plans
In addition, the blueprint also considers
Protection from technology obsolescence
People and Knowledge retention
22 December 2014
BIA
Seats
4
5
2
11
Service
Metrics
15.38%
15.63%
13.33%
15.07%
TCS BPO global delivery footprint: ~5000 FTEs
Emerging
delivery
centers
Near-shore
Offshore - INDIA
City
Country
Capacity
# FTEs
Mumbai
India
2500
1400
Chennai
India
1200
1000
Bangalore
India
500
500
Santiago
Chile
1500
1250
Peterborough
UK
1500
950
Budapest
Hungary
500
60
Montevideo
Uruguay
300
50
Missoula
USA
75
10
Hangzhou
China
350
150
Investment in infrastructure to host ~8500 FTEs in a single shift operation
Delivery centers identified in China and Uruguay to host local operations of global customers
European local language support (6 languages) provided from Budapest
Uruguay and Chile to act as near-shore centers for USA/Canada operations
22 December 2014
Recognition & Rewards
Economics Times
names TCS as
Company of the Year
TCS is named Dataquest
Best IT Employer' for 2006!
TCS named as One of the World's Top BPO Providers by the International
Association of Outsourcing Professionals (IAOP)
The International Association of Outsourcing Professionals (IAOP) has recognized Tata
Consultancy Services as one of the world's best BPO outsourcing service providers for 2006.
Commenting on the achievement, Michael F. Corbett, executive director of the International
Association of Outsourcing Professionals (IAOP), said, "Being selected to the Top BPO Providers list
for 2006 is a tremendous achievement that speaks to TCS' position as one of the industry's most
valuable partners. As the global standard-setting organization and advocate for the outsourcing
profession, IAOP is pleased to recognize TCS with this prestigious award."
22 December 2014
Value Proposition
IT - BPO synergy
Platform-based HRO services on SAP
Amalgamation of best-in-class Transition Methodology with ASAP methodology
Process automation
Proven integration capabilities with clients Finance / ERP systems
HR Analytics
Leveraging existing global IT infrastructure for BPO services
Global Network Delivery Model: TCS spread in 34 countries
Platform-based offering: One single platform on SAP for global payroll processing
Six Sigma based process rigour across the Engagement Lifecycle
Single contract - single SLA
Effective Change Management
Processes & Volume Scalability
Horizontal (across HR & Payroll spectrum), and
Vertical (monolithic depth in a process)
SOX compliance
Continuous Improvement
Changes in organizations policies and rules
Scaling and upgrading the processes
Technology Innovation (self-service, workflow, etc.)
22 December 2014
HRO Clients
Organization
Payroll
Administration
UK based water-utility
firm
UK based, International
task management
company
Employee Data
Management
US based homeimprovement products
retail chain
Hiring /
Recruitment
Exit
Management
Training &
Development
Employee
Contact Centre
UK based Insurance
company
TCS (Global Shared
Service Center)
Indian arm of global
chemical corporation
Indian arm of large multinational bank
IT-enabled services
provider
Indias largest private
sector power utility firm
a
a
22 December 2014
Thank You
