CUSTOMER SATISFACTION OF MANPOWER ( DELHI )

A Summer Training Project Report

Submitted in partial fulfillment of the requirements for the Award of degree of

Master of Business Administration

2011-2013

Submitted by- Guided By-

PreetiMadan Mrs Anjali Sharma

BharatiVidyapeeth University Institute of Management & Research, New

Delhi

An ISO 9001 : 2008 & 14001:2004 Certified Institute

A-4, Paschim Vihar,New-Delhi,Ph:011-25286442 Fax 011- 25286442

Certificate of Originality

This is to certify that the project report entitled “CUSTOMER SATISFACTION

OF MANPOWER ( DELHI )Submitted to BharatiVidyapeeth University, Pune in

partial fulfillment of the requirement for the award of the degree of MBA is an

original work carried out by Mis.PreetiMadan under the guidance of Mrs Anjali

Sharma. The matter embodied in this project is a genuine work done by

PreetiMadan to the best of my knowledge and belief and has been submitted

neither to this University nor to any other University for the fulfillment of the

requirement of the course of study.

Certificate

This is to certify that the project entitled “CUSTOMER SATISFACTION OF MANPOWER (DELHI)” is an academic work done by “PreetiMadan” submitted in the partial fulfillment of the requirement for the award of the Degree of Course from BharatiVidyapeeth University,Pune. It has been completed under the guidance ofMrs Anjali Sharma(Faculty Guide) and Mr.Sorabh Bali (Corporate Mentor). We are thankful to Manpowerfor having allowed our student to undergo project work training. The authenticity of the project work will be examined by the viva examiner which includes data verification, checking duplicity of information etc.and it may be rejected due to non fulfillment of quality standards set by the Institue

Dr.NitinNayak

Director

ACKNOWLEDGEMENT

I want to express my deep sense of gratitude to my project supervisor Mr. Sorabh Bali solution

consultant of Manpower Service Pvt Ltd. for his valuable guidance, prolific discussions,

constant supervision and timely suggestions at every stage of the project work.

I am also grateful to all employees at Manpower Service Pvt Ltd for their help and cooperation

during this project work.

I also thank my friends who directly or indirectly helped me during my project work and

everyone who cooperated in filling the questionnaire.

PreetiMadan

BharatiVidyapeeth University

Institute of Management and Research

New Delhi

Place: Manpower Service Pvt Ltd., Gurgaon

PREFACE

Manpower, one of the world leaders in innovative workforce solutions, creates and delivers high-

impact solutions that enable clients to achieve their business goals and enhance their

competitiveness. With over 60 years of experience, the $19 billion company creates unique time

to value through a comprehensive suite of innovative solutions that help clients win in the

Human Age. These solutions cover an entire range of talent-driven needs from recruitment and

assessment, training and development, and career management, to outsourcing and workforce

consulting.

My project is about the performance of Manpower’s Campus workforce readiness program.

Through this program, Manpower will help our country’s young talent adapt to the corporate

environment and improve employability skills. This will help in building a vast “skill ready”

talent pool both for the country and corporate India.

I’ve started with the discussion of the company profile and the industry profile, and where the

company currently stands globally. I then moved on to discuss the literature and the how I’ve

proceeded to my analysis.

I’ve then presented the questionnaire and how the students have responded to the same. I’ve

them concluded by the findings and some suggestions for the program.

 

TABLE OF CONTENT

Chapter 1- INTRODUCTION

1.1Industry overview

1.2Profile of the company

1.3History of the company

1.4Competition Information

1.5SWOT ANALYSIS

1.6 Challenges of the industry

Chapter 2- Research Methodology

2.1Statement of the Problem

2.2Objective & Scope of Study

2.3 Managerial Usefulness of Study

2.4Type of Research & Research Design

2.5Data Collection Method

2.6Limitation of the study

Chapter 3 –Conceptual Discussion

3.1Current Issues (Challenges of the industry)

3.2New Development of Company & Industry

Chapter 4 – Data Analysis

Chapter 5 – Findings, Conclusion & Suggestions

Appendix

Bibliography

ANNEXURE

Questionnaire

CHAPTER 1

INTRODUCTION

INDUSTRY PROFILE

India has been globally recognized for its fast paced development. The service sector has been

growing at a fast pace and now contributes more than 50% to the GDP. India’s recruitment

industry has grown with the rising prominence of industries such as IT, telecom, retail, pharma,

ITES and hospitality. These industries have shown significant growth on the back of strong

demand from the rising Indian consumer class and the dominance of Indian companies in the

outsourcing space.

Propelled by the increasing demand for consultancy services, both for domestic and foreign

firms, the consulting sector in India has been estimated to grow at an annual rate of 30 per cent,

progressing rapidly towards becoming a Rs17,000-crore industry by 2010..

Presently (2008), the consulting industry in India reportedly stands at Rs13,000crore.

Among the largest concentrations of consultancy organizations is in the four metropolitan cities

with Delhi (25.7%) having the highest number of consultancy organizations, followed by,

Mumbai (25.5%), Chennai (12.1%) and Calcutta (9.1%).

The recruitment industry has evolved on the back of the increase in the demand for workforce on

the talent acquisition and the client fronts. On the talent acquisition front, the change has been

significant, from a mere match-making function and career counseling to competency-based

assessment hiring. On the client side, it has moved from a requirement- based fulfillment system

to turnkey project-based hiring to hiring for value added services (VAS).

The market for mid-level recruitment is dominated by large Indian players such as ABC

Consultants, Manpower. Large MNCs such as Michael Page, Hunt Partners, Kelly and Korn

Ferry have also entered this space. The segment also faces competition from small recruitment

companies that cumulatively have a significant share in the pie.

COMPANY PROFILE

Manpower Inc. (NYSE: MAN) is a world leader in innovative workforce solutions; creating and

delivering services that enable its clients to win in the changing world of work. For more than 60

years, Manpower has been dedicated to enriching people's lives with meaningful employment

and development opportunities, and providing companies with innovative workforce solutions

that help them increase agility, improve productivity and boost the bottom line.

Manpower's worldwide network of nearly 4,000 offices in 82 countries and territories enables

the company to meet the needs of its 400,000 clients per year, including small and medium size

enterprises in all industry sectors, as well as the world's largest multinational corporations. The

focus of Manpower's work is on raising productivity through improved quality, efficiency and

cost-reduction across their total workforce, enabling clients to concentrate on their core business

activities.

World Headquarters

100 Manpower Place

Milwaukee, WI 53212 USA

Telephone: +1.414.961.1000

Established

1948 in Milwaukee, Wisconsin, United States.

Established in the International Marketplace

In 1956, Manpower established business in Canada. The first European offices opened in 1956 in

the United Kingdom. Manpower France was established in 1957.

Total Revenues

US$16 billion worldwide in 2009.

Geographic Mix

Although its headquarters are based in the United States, Manpower Inc. derives approximately

68% of its total revenue from Europe. The company's largest markets are France (29% of total

revenues), the United Kingdom (12% of total revenues), United States (10% of total revenues),

and Italy (6% of total revenues).

Fortune U.S. and Global Rank

Manpower is currently ranked 143 on the Fortune 500 list of America's largest companies. The

company is ranked 432 in Fortune's 2009 Global 500 list.

Fortune's Most Admired Companies

In 2009, Manpower was named as one of Fortune's Most Admired companies in the staffing

industry for the seventh year in a row by a group of 10,000 executives, directors and

securities analysts.

Forbes Global 2000 Rank

Manpower is ranked 1306th on the 2009

Forbes Global 2000 ranking of the largest

public companies in the world. Manpower

was named a Global High Performer on this

list in 2007, defined as fast-growing, nimble

and well-managed companies that help set

the benchmarks for their respective

industries. It was named to Forbes’2007

platinum list of America’s 400 Best

Managed Companies for the 5th time.

Number of Clients:-

400,000 worldwide.

Number of Offices:-

4,000 worldwide in 82 countries and territories.

Number of Staff Employees:-

30,000 worldwide in 2010.

Number of Associates:-

3 million placed in permanent, temporary and contract positions in 2009.

Number of Associates on Assignment on Any Given Day:-

More than 400,000 globally.

Number of People Trained:-

9 million people have received training and development services through Manpower,

Manpower Professional, Elan and Right Management.

Stock Market Listing:-

Manpower is listed on the New York Stock Exchange under the ticker symbol: MAN

HISTORY

Manpower Inc. (NYSE: MAN) is a world leader in the employment services industry, offering customers a continuum of services to meet their needs throughout the employment and business cycle. The company specializes in permanent, temporary, and contract recruitment; employee assessment; training; career transition; organizational consulting; and professional financial services. The focus of Manpower's work is on raising productivity through improved quality, efficiency, and cost-reduction, enabling customers to concentrate on their core business activities. In addition to the Manpower brand, the company operates under the brand names of Right Management Consultants, Jefferson Wells, Elan, and Brook Street.

·1948: Manpower is founded in Milwaukee, Wisconsin.

·1954: The first Manpower franchise office is opened.

·1956: Manpower's first international office is established in Canada.

·1962: The company goes public on the New York Stock Exchange.

1964: Youthpower is launched for the young people seeking jobs

·1976: Manpower is bought by Parker Pen Company.

·1985: Manpower bypasses 1,000 offices worldwide.

1987: The company is sold to Blue Arrow Plc.

·1998: Manpower sponsors soccer's World Cup in France.

2000:Elan Group, Ltd. is acquired by Manpower.

2001: Jefferson Wells International, Inc. is acquired.

2004: Right Management Consultants, Inc. is acquired.

Vision

Manpower Vision is to lead in the creation and delivery of innovative workforce solutions and

services that enable our clients to win in the changing world of work.

Board of Directors

Jeffrey A. Joerres - Chairman, CEO & President

J. Thomas Bouchard - IBM

Stephanie A. Burns - Dow Corning

Willie D. Davis - All Pro Broadcasting

Jack M. Greenberg - McDonalds

Terry A. Hueneke

Rozanne L. Ridgway - Baltic American Enterprise Fund and Boeing

Dennis Stevenson - Pearson PLC

John R. Walter - AT&T and Ashlin Management

Edward J. Zore - Northwestern Mutual

BRANDS

The Manpower brand has been at the forefront of the employment services industry for

decades. In the past, our reputation was built on the timely provision of skilled workers who

were meticulously matched to customer requirements. Today, we do that and much, much

more. Due to our unparalleled expertise, quality and service offering, we can help clients

solve problems or take advantage of new opportunities in the world of work. Questions? The

Manpower group of companies can help find the answers.

Manpower Professional

Manpower Professional, a division of Manpower Inc., offers comprehensive, expert

recruitment services backed by award winning training, assessment and selection and

outsourcing. Our extensive resources, world-class client list, and reputation attract a diverse

group of talented candidates, with every level of education, skills and experience ranging

from permanent direct hire to one-day contracts. Manpower Professional helps find and

retain top people in IT, e-commerce, accounting, finance, engineering, clinical and lab

sciences, and other business professions.

MANPOWER CORPORATE CLIENTS-

Manpower have more than

4,00,000 corporate clients. The

greatest strength of manpower is

the connection with corporate

world. Manpower is assisting

various companies in their

manpower hiring.

Manpower in India (Corporate social responsibility)

Manpower’s CSR initiative in India is helping rebuild the lives of those affected by the Tsunami

in December2004, in Tamil Nadu.

Manpower Inc. allocated a sum of US$ 1million towards the setting upand running of two

vocational training centers in the State of Tamil Nadu inTarangambadi and Nagapattinam.

Manpower Service Lines

Manpower Staffing

Covers mass skills, across sectors

Permanent recruitment

Staffing, all sectors and functions

o Pay rolling

o Onsite HR Management

o Employee Assessment

o Training Services

o Career Development

Delivery capability aligned to help clients ramp up quickly, nationally

High volume sourcing model

Manpower Professional

Covers specialized skills

Industry specialization in segments like:

o Information Technology

o Telecom

o IT Enabled Services

o Financial Services

o Manufacturing & Infrastructure

o Healthcare

o Consumer

o Energy

Delivery capability aligned to help clients hire specialists

Sourcing model - headhunting and networking

Turnkey and Greenfield projects

Prime focus areas:-

Revenue Generating more revenue requires us to develop strategic insights about our

clients’ needs and goals, elevating and broadening our mutually-beneficial

relationships and measuring our contribution to our clients’ businesses.

Efficiency Improving our efficiency means achieving speed, quality and effective use of

resources throughout all our operations.

Innovation Demonstrating our commitment to innovation requires us to continuously

capture creativity in local markets and replicate this around the world. Our

role is to develop and expand our capabilities, while creating services targeted

to what’s new and what’s next in the world of work.

Thought

Leadership

Maintaining our thought leadership means continuously anticipating future

dynamics of the market and contributing to the design of social and

employment systems on a global basis.

Institutional alliance

Corporate alliance

Organization

and Culture

Evolving our organization and culture requires attracting and retaining high

quality people for the long term.

It also requires creating an environment that promotes entrepreneurship,

rewards high performance and motivates us to reach our full potential.

MANPOWER HAVE TWO WINGS—

Manpower has corporate as well as institutional clients. I have worked under institutional

alliance and campus workforce readiness program is the part of institutional alliance.

What is CAMPUS WORKFORCE READINESS PROGRAM?

Manpower is committed to fulfill and

match the fresher / campus hiring needs of

corporate India. Through this program,

Manpower will help our country’s young

talent adapt to the corporate environment

and improve employability skills. This

will help in building a vast “skill -ready”

talent pool both for the country and

corporate India.

OBJECTIVE-

• Connect campuses to corporate

• Offer assessed/short listed

students to corporate

• Offer industry ready students to corporate

• Train students with necessary skills (Industry/Job specific and soft skills) and make

them industry ready

How do we do it?

We establish successful alliance between Manpower, Educational Institutes, Government and

Market Leader Companies to develop the skills and competencies required so that we can recruit,

select and hire students and Graduates from Universities and Educational Institutions with whom

we have partner with.

The way it works actually!

Methodology

Workshops to include role plays and case studies.

Videos of live interviews of fresher and experienced candidates

Placement assistance

Pre and post training evolutions that measure what you know and what you have learned..

Online Training courses (4500+)- www.manpowertdc.com. Free of cost

24x 7 career Help desk for student

MODULES

Manpower

Educational institutions

Government

Companies

Module 1: Career Harmony (Talent Assessment Tool)

Module 2: Classroom Training program (Enhancing Employability Skills)

Module 3: Online Certification Courses

Module 4: Free Placement Assistance

Assessment Tools

Brain Mapping

Mock Interviews with Manpower corporate clients

Competency Test to job positions

Pre and Post evaluations that measures what candidate has learned.

Manpower – Advantage to Institutes

1. Brand Visibility

2. Cost Reduction

3. Industrial and Corporate experience to the students

4. MNC networking

5. Better Placement opportunities for students

6. Curriculum embedded course in collaboration with companies

7. Higher conversion rate

8. Strategic Feedback

COMPETITORS OF MANPOWER

Manpower has many competitors especially in institutional alliance area .But the main

competitors are as follows-

ADECCO

Adecco India, headquartered in Bangalore, is a leading end-to-end HR solutions company with a

focus on Executive Search, Recruitment, Learning and Temporary Staffing services to client

organizations. With a national presence in over 85 branches across India.

The industries we provide HR Solutions to:

• Information Technology

• IT Enabled Services

• Agriculture and Agri-based Organizations

• Telecom, Media & Entertainment

• Engineering, Process & Infrastructure

• Consumer Services & Retail

• Banking, Financial Services & Insurance

KELLY SERVICE INC

Kelly founded the temporary staffing industry in 1946, and has maintained a leadership position

through the years based on a valuable premise: we invest in people. Today that focus benefits our

customers wherever they operate around the globe - in a growing number of specialized fields.

And we’ll continue to meet the evolving challenges of workforce flexibility with staffing

solutions tailored to your precise business needs, both locally and worldwide. Serving clients

around the globe, Kelly provides employment to more than 550,000 employees annually.

Revenue in 2011 was $5.6 billion.

MONSTER WORLDWIDE INC

Monster Worldwide, Inc. (NYSE: MWW) is the parent company of Monster.com, the premier

global online employment solution for people seeking jobs and the employers who need great

people. We've been doing this for over ten years, and have expanded from our roots as a "job

board" to a global provider of a full array of job seeking, career management, recruitment and

talent management products and services. At the heart of our success and our future is

innovation: we are changing the way people think about work, and we're helping them actively

improve their lives and their workforce performance with new technology, tools and practices.

PURPLE LEAF

We are here to solve all of your business, management, and project problems. Unlike other

consulting firms, we do not focus on only one aspect of your business or process; this can solve

some problems while ignoring others creating an unbalanced environment. We review the

organization or process from all sides and create solutions that both fit your business model and

budget. This approach allows us to identify many problems that are often overlooked by our

competitors. If you need a full time resources or someone part time to keep things on track,

Purple Leaf has a solution that will fit your needs.

ABC’s Consultants

ABC's roots in management consulting enable us to bring a unique approach to recruitment. Our

focus has always been on middle and senior management talent needs. We recruit across various

industry segments for multinational corporations as well as leading Indian business houses and in

the past 42 years, we have helped shape the careers of over 115,000 professionals.

Our organization network includes offices spread across 8 major Indian cities and an

international presence in Dubai. We have over 350 consultants who bring with them over 2100

man years of experience with leading Indian and international companies. We operate through

domain-specialist teams spread across the country, providing customized recruitment solutions

across 16 industry verticals.

SWOT

Challenges in the Industry

As per business-week, in the context of Indian companies, the topmost challenges which are

faced by the HR can be enumerated as:

1. Recruitment: In today’s economy, talent acquisition is the foremost business challenge that

the HR function faces. The lack of investment in education has led to an acute shortage of

talented professionals, who can take the onus for change in a developing economy like India. HR

needs to have close tie-ups with professional institutes and colleges to bridge the gap between

education and industrial requirements.

2. Training: The recruits’ level of competencies and their job expectations can only be fully

understood once they have entered the initial training program (orientation). This program

should be followed with interpersonal and intercultural training at a later stage. Once people

move up the ladder there is little time for training. There is a lack of leadership training on the

operational level which is reflected on the work floor and consequently on the job satisfaction of

the employee.

3. Managing and Leading Change: Business environment in India is volatile. There is boom in

terms of opportunities brought forward by globalization. However, this is also leading to many

interventions in terms of restructuring, turn-around, mergers, downsizing, etc. Research has

clearly shown that the success of these interventions is heavily dependent on managing the

people-issues in the process. The rapid pace of change, coupled with information overload,

makes thinking about the future a daunting task. How an average HR professional gets

information on the forces of change (demographic, social, political, legal, economic,

technological trends) and then finds the time to analyze the possible impacts that they will have

on the organization, is an area that requires lot of deliberation.

4. Managing Technological Challenges: In every arena organizations are getting more and

more technologically oriented. Preparing the work force to accept technological changes is a

major challenge.

5. Developing Leadership: It is quite interesting to note that there is less importance given to

developing leadership at the organizational level. Though leadership is discussed on the basis of

traits and certain qualities, at an organizational level it is more based on knowledge. The

challenge is to develop individuals who have performance potential on basis of past record and

knowledge based expertise by imparting them with the necessary "soft skills".

6. Attrition: This remains an enormous challenge. The effects of attrition are loss of

productivity, temporary replacement, loss of knowledge and new recruitment and training. To

deal with this, the HRM should ensure that the job profile looked for not only matches the skills

and competencies but also the job expectations of the candidate. An open discussion with the

candidate during recruitment can give an insight into the expected period of his stay with the

company. Competitive salaries, perks, bonuses, incentives, on-the-job training and a good

working environment may be used to increase the satisfaction levels of employees.

7. Ability to Forecast: The industry expects a qualified HR professional to bring on board the

knowledge by virtue of which they can make visible the unseen. For instance, in a renowned

FMCG company, it is imperative for HR professionals to come with an experience of a stint

outside the realm of HR (say the sales or plant), which is crucial for better understanding of the

business. This helps them earn the credibility of line managers and also facilitates creation of a

synergy within the organization.

8. Promotion of Self Learning Culture: All employees, including HR should be encouraged to

offer ideas and challenge the current approaches to doing business. This allows optimum

engagement of employees resulting in a greater opportunity for growth and a deeper connection

to the organization. A big component of developing a learning culture is allowing employees the

freedom to make mistakes, to take chances, and try new roles. HR can support this culture with

formal collaboration and idea programs, as well as implementing incentives that encourage this

behavior.

9. Getting beyond the Multi Generational Hurdle: As people don’t fit neatly into a

stereotypical generational cohort, a successful HR function will have to try to develop

procedures and practices to accommodate four or five different generations. The key to retaining

and engaging the best and the brightest today is to treat each individual as an individual and

build trusting relationships between supervisors and employees.

Chapter 2

Research Methodology

Statement of the Problem

To analyze the perception and satisfaction level of students, of Manpower training services.

Objectives & Scope of Study

To study the perception of students regarding Manpower training services.

To find out the level of satisfaction of students.

To study the effectiveness of training program.

Scope of the research is limited to the chosen territory given by the company i.e. Delhi.

Managerial usefulness of study

This study can assist the management in decision making process.

This study gives information about the competitors in the industry to the management.

This study gives SWOT analysis of the organization to the management.

This study can help management to get feedback of students which help them in improving their

training sessions accordingly.

Type of Research & Research Design

For the purpose of this study, we have to consider a combination of following mentioned

types of research:

Descriptive Research : describes data and characteristics about the population or

phenomenon being studied. Although the data description is factual, accurate and systematic,

the research cannot describe what caused a situation.

Exploratory Research: Investigation into a problem or situation

which provides insights to the researcher. The research is meant to provide details where

a small amount of information exists

Sample Design

Deliberate sampling is also known as purposive or non-probability sampling.

This sampling method involves purposive or deliberate selection of particular units

of the universe for constituting a sample which represents the universe. When

population elements are selected for inclusion in the sample based on the ease of

access, it can be called convenience sampling.

The sample list which was provided by manpower for engineering and

management colleges in Delhi:-

70% COLLEGES IN THE GIVEN LIST WERE MANGEMENT

COLLEGE AND THE REST WAS ENGINEERING.

SAMPLE SIZE

I have targeted 50 students from different colleges. The target population influences the sample size. The target population represents the Delhi region.

Management

Engineering

Medical

TOOLS USED FOR ANALYSIS OF DATA

Simple percentage analysis Regression analysis

Method of Data Collection

PRIMARY DATA

The data that is collected first hand by someone specifically for the purpose of

facilitating the study is known as primary data. So in this research the data is

collected from respondents through questionnaire and telephonic interview.

Personal Questionnaire

After the session got conducted we wanted to know about our efforts whether it

went in vain or has it produced something valuable. By the help of these feedback

forms we will be able to analyze the scope where we can enhance our training and

what all can be included in the session for the betterment of the participants.

SECONDARY DATA

For the company information I had used secondary data like brochures, web site of

the company etc.

For the industrial information I had to use secondary data available on the internet,

books, journal, magazines etc.

Limitation of the Study

Sample is not representative of the whole population.

Convenience sampling can lead to the under-representation or over

representation.

Personal biasness

Generalization and inference making about the entire population. Since the

sample is not representative of the population, the results of the study cannot

speak for the entire population.

Chapter 3

Conceptual Discussion

LITERATURE REVIEW:

Students are dynamic and can be considered as consumers and product both looking from different angles. Their satisfaction is necessary when looked from marketing eyes in the era of competition. This study focuses on student satisfaction (Badiyani, 2009).

To survive in highly competitive markets, organizations need to provide goods and services that yield highly satisfied and loyal customers. When customers are satisfied,they are more likely to return to those who helped them, while dissatisfied customers are more likely to go elsewhere. The retention of very loyal customers is a key to organizational survival (Jones and Sasser, 1995)

Relationship between service quality and customer satisfaction has been extensivelystudied by researchers (Sureshchandar, Rajendran&Anantharaman, 2002; Jones & Suh,2000; McDougall & Levesque, 2000). Ghobadian, Speller and Jones (1997) concluded that companies with higher perceived quality goods and services will enjoy higher longterm economic benefits. The correlation between the quality of goods and services andcustomer satisfaction, has led organizations to continuously upgrade their quality and measure their clients’ satisfaction.

Research has shown outsourcing is one such practice that seems to be successful, if implemented properly, in reducing costs and increasing revenue while maintaining the delivery of quality service. If the educational institutes outsource the training services this help them to concentrate on their core work and students will get the opportunities to get the training from experts.

(Barnard 2002).

Even customers own involvement and participation in the service delivery affect customer satisfaction. Dueto the differences in production and provision of products and services, customers evaluate quality andattributes of material goods and services in different ways. This realization has initiated a discussion on theneed for special tools for evaluating more diverse and less tangible services. Responding to the growingdemands for developing specific and reliable ways to measure customer satisfaction in service industries, anumber of studies have been conducted that suggested methodological frameworks for measuring customer satisfaction.

Customer Satisfaction

Customer satisfaction is just that, a customer’s sense of satisfaction. Speaking simply, customer satisfaction is a measure of expectations being exceeded, met, or not met. That’s it. When thinking of customer satisfaction measurement, want to know that are meeting or exceeding customer expectations,want to believe that have satisfied customers and that this will lead to their loyalty and improve revenues.Unfortunately, customer satisfaction has little to do with customer loyalty. Spent timewith several organizations who had investedconsiderable time and resources to survey thesatisfaction levels of their customers. The results were in and overall they were very positive aggregatescores. Satisfied customers will stay until there is a better alternative offered to them – even if there expectationsare exceeded! This is true for both external and internal customer groups. When ex-customers are surveyedin exit interviews, they typically reveal that they left because they received a better deal or offer. They didnot feel committed to the prior company. No emotional investment or connection. On the other hand, loyal customers are a different breed. Loyal customers will stay with a product or service provider through thick and thin. The mistake make is confusing loyal customers with satisfied customers. Much research over the years has indicated that there is no connection between customer loyaltyand customer satisfaction because a customer indicates a high level of satisfaction does not mean that theyare or will be loyal. Customer loyalty entails an emotional connection. Have embedded yourself in the heartand mind of that customer

TRAINING SCENARIO IN INDIAN INDUSTRY

With the world-wide expansion of companies and changing technologies, Indian Organizations

have realized the importance of corporate training. Training is considered as more of retention tool than a cost.Today, human resource is now a source of competitive advantage for all organizations. Therefore, the training system in Indian Industry has been changed to create a smarter workforce and yield the best results. With increase in competition, every company wants to optimize the utilization of its resources to yield the maximum possible results. Training is required in every field be it Sales, Marketing, Human Resource, Relationship building, Logistics, Production, Engineering, etc. It is now a business effective tool and is linked with the business outcome.

Benefits Of Outsourcing

The prospective benefits of outsourcing training are well recognized. Organizations go for outsourcing to save training costs, gain access to practical and technical proficiency, concentrate on core competencies and offer an overall enhanced training to their employees. The key to increase in customer turnover is customer satisfaction. With rapid globalization, increase in competition, technological innovation, increase in access to information, and improve in customer services, the customer loyalty programs have become an integral part of the organizations. Retaining existing customers is now much more important than acquiring new customers. 

Qualities Looked For In Training Consultancies

When an organization decides to outsource training programs, they confront with a problem of selecting suitable consultancy from a number of outsourcing providers. 

According to three-fourth of the respondents, proficiency is the most important characteristic they look for while selecting training outsource provider. After that two-third of the respondents rated,"worth of a training consultancy"as an important factor. The principal reason to pursue training outsourcing is to reduce cost; therefore, "worth i.e. price involved" would be a key criterion.

Importance of Training Consultancies

It helps in enhancing company’s image.

It helps in applying knowledge, developing core competencies, and reducing work load.

It helps in improving the work relation.

It leads to greater chances of success.

HR consultingThis segment has emerged from management consulting and is a cross-functional category that includes

consulting firms from the big four, to the specialized HR consulting MNCs, to SME local players and even

single-handled freelancers.

As organizational needs become more specialized and focused on the gap between business needs and

workforce capabilities, HR management consulting will see increasing opportunities, attracting even newly

created firms to fill this gap. 

The accepted core areas around which most HR consultancy services operate include human capital

management; rewards and remuneration; health and benefits, including retiral strategy and

administration; the people angle of transformation, mergers and acquisitions; feedback and

communication, including designing and implementing surveys on employee’s attitudes, satisfaction and

engagement; and data services.. This latter offering has been growing within this segment driven by the

challenge for predictability of revenue forecasts among consulting companies, so these companies have

been building on annuity businesses which results in data services - salary surveys, benchmarking and

job descriptions. “This offering today accounts for more than 50% revenue of large HR consulting firms”,

says Debabrat Mishra, Consultant.

Integrated talent solutions in the consulting space are limited and developing. Traditionally most Indian

companies did not feel the need for strategic HR inputs and kept it in-house. However, changes are

happening at the client organization’s end - M&A, globalization, changes in business model,

unprecedented growth rate - are making more organizations engage in consulting assignments.

HR outsourcingOutsourcing is not really a category in itself as it emerges from the previous four categories defined

earlier. Its growth and complexity needs separate analysis and hence requires a separate mention. Within

outsourcing, one finds process-driven, function-specific and people-driven outsourcing offered by service

providers. 

Process-driven outsourcing includes complete corporate function outsourcing and is not restricted to HR

alone. These service providers will normally cluster with the HR technology segment because they

leverage on technology for providing services.

Function-driven outsourcing includes recruitment process outsourcing (RPO), HR administration and

compensation & benefits outsourcing, where clients can leverage on the expertise, scale and technology

of expert services providers for execution of these tasks.

Finally, people-driven outsourcing includes companies that offer to replace the complete HR team within

the organization and function as the internal HR team in the eyes of the employees. These providers

mostly cater to the SME sector and their solutions are closer to providing consulting support.

Trends in the Industry that lie aheadThe dynamic nature of the HR industry makes it an industry to look out for. The challenges faced by client

organizations and service providers will result in creative steps taken at both ends: The industry of HR will

witness the following as we go along: : 

• Phenomenal growth opportunity will see an explosion of players. This industry will see a growth of 3 to

4% of the country’s GDP growth rate, says E. Balaji, MD & CEO, Ma FoiRandstad. As a consequence,

the market will see growth for current players and increasing entry of new players. The traditionally non-

HR providers (such as communications and branding firms entering the employer branding or employee

communication space) and investment are expected to flow in.

• The top-end of the segment (executive search, HR consulting, leadership development) and the low-end

of the segment (HR outsourcing, RPO and process driven services) will grow at a lowering rate.

Companies will spend either on farming out the low-value work to partners (like increased outsourcing of

transactional or operational work), or focus on increasing investment in high performers (using leadership

consulting or executive coaching services). Hence all service providers will have to either capture the

high-end or the low-end (or both) to continue growing. 

• Consolidation is happening, mostly dominated by MNCs. The industry has grown over time through

consolidations. Better technology, marketing muscle and benefits in terms of offering and outreach from

being part of the larger player will continue to drive this trend. 

• Increased focus on HR shared services and HR outsourcing. As HR moves towards a strategic role, its

focus will shift from transactional to business partnership. There will be an increased focus in HR shared

services and HR outsourcing as more and more organizations will look at centralizing the HR activities.

“HR Shared Service Centre combined with single process outsourcing (in big conglomerate) e.g. payroll,

compliances, benefits administration, or strategic HR with major processes being outsourced, are

maturing as two alternatives,” shares Deepa Mohamed. 

• New career avenues for professionals. The HR industry is fast getting recognized as an industry in its

full right and will attract talent from other industries. Candidates from other industries within functions like

sales, marketing and finance are eyeing this industry as an opportunity for faster growth.

It has been established that internal HR functions need the assistance of the service providers to be

successful in their growth journey and remain relevant to their businesses. The novel and emerging

needs of HR professionals is the raison d’etre of the HR industry. The industry is still at a maturing stage

in India, and many service offerings are very new and will require more time to mature. Both client

organizations and service providers will see a lot of churn in the coming years, sometimes competing for

talent, sometimes arguing over fees charged, and sometimes even over their engagement objectives and

working models. However, it is like a marriage. Both sides need each other to grow and be successful.

Increasing conversations between both sides will help them to know each other’s needs and therefore

grow the industry as a whole. Perhaps the solution lies with the creation of a HR industry body that will

focus on training, certification and quality benchmarks, of this large and fast growing industry

Chapter 4

Data Analysis

Methods and Techniques of Data Analysis

As we know that Data Analysis is a very important aspect for studying a scenario as it will help us to

properly display the major pros. and cons. of the object that we are working upon. Over here I would like

to display you the results of the feedback form of the session that was conducted to know the areas where

we need to pay emphasis upon. The training included the various aspects that the students, colleges and

corporate would like to look forward to.

The analysis is being divided into 3 parts:

1) Students

2) Colleges

3) Corporate

We’ll be targeting Students primarily.

The feedback of the students was related to the session that they sat through and were told about the

various attributes that the students need to have to with stand the corporate and will help them survive

over there. The current students will go ahead to become leaders for tomorrow but they do not have all

the characteristics embedded in them from the starting and they need to be thoroughly polished before

they face the real world scenario. For the same along with the studies which will help them with the

theoretical standards, they need to imbibe more attributes which will be helpful in the terms their stability

in the real world. We presented the following questionnaire to 50 students from different colleges and

recorded their feedbacks.

Questionnaire

1. Have you ever undergone the training session?

a. Yes b. No

58%

42%

Attended Not attended

INTERPRETATION-

2. Do you think the data given to you in form of notes and practical examples are good and will

help you in the future in corporate? (Rate on the scale of 5 with 1 being the least)

1 2 3 4 5

7%

13%

20%

27%

33%

1 2 3 4 5

SUMMARY OUTPUT

Regression Statistics

Multiple R 0.797395

R Square 0.635839

Adjusted R

Square 0.628253

Standard

Error

0.9

2582

Observation

s 50

ANOVA

  df SS MS F

Significan

ce F

Regression 1 71.83714

71.8371

4 83.81 4.2E-12

Residual 48 41.14286

0.85714

3

Total 49 112.98      

 

Coefficien

ts

Standard

Error t Stat

P-

value

Lower

95%

Upper

95%

Lower

95.0%

Upper

95.0%

Intercept 1.571429 0.202031

7.77817

5

4.77E

-10 1.165219

1.97763

8

1.16521

9

1.97763

8

X Variable

1 2.428571 0.265279 9.15478

4.2E-

12 1.895192

2.96195

1

1.89519

2

2.96195

1

INTERPRETATION-Regressing the variables in the question 2 on question 1, we find that the

t-value of the dependent variable is significant. Also the coefficient is positive. Hence it has been

shown that on attending the session, people observe an enhancement for their future help, which

is significant as shown by the t-test.

3. Was the faculty able to solve your queries throughout the session? (Rate on the scale of 5 with 1

being the least)

1 2 3 4 5

7%

13%

20%

27%

33%

1 2 3 4 5

INTERPRETATION- Majority of the students were satisfied with the faculty as they were

answerable to their queries.

4. What do you think, is the improvement status in your skills and attitude and future prospects.?

(Rate on the scale of 5 with 1 being the least)

1 2 3 4 5

7%

13%

20%

27%

33%

1 2 3 4 5

SUMMARY OUTPUT

Regression Statistics

Multiple R 0.925503

R Square 0.856555

Adjusted R

Square 0.853567

Standard

Error 0.615382

Observation

s 50

ANOVA

  Df SS MS F

Significan

ce F

Regression 1 108.5427

108.542

7

286.623

2 7.11E-22

Residual 48 18.17734

0.37869

5

Total 49 126.72      

 

Coefficien

ts

Standard

Error t Stat P-value

Lower

95%

Upper

95%

Lower

95.0%

Upper

95.0%

Intercept 1.428571 0.134287

10.6381

7

3.21E-

14 1.158569

1.69857

4

1.15856

9

1.69857

4

X Variable

1 2.985222 0.176328

16.9299

5

7.11E-

22 2.630691

3.33975

3

2.63069

1

3.33975

3

INTERPRETATION-On regressing the variables in the question 4 on question 1, we find that

the t-value of the dependent variable is significant. Also the coefficient is positive. Hence it has

been shown that on attending the session, people see an increase in the skills and attitude for

future prospects, which is significant as shown by the t-test.

Now regressing question 4 on question 3, 2 and 1.

SUMMARY OUTPUT

Regression Statistics

Multiple R 0.92609

R Square 0.857642

Adjusted R Square 0.848358

Standard Error 0.626232

Observations 50

ANOVA

  df SS MS F

Significanc

e F

Regression 3 108.6804 36.22679 92.37618 1.72E-19

Residual 46 18.03963 0.392166

Total 49 126.72      

Coefficients Standard Error t Stat P-value Lower 95% Upper 95% Lower 95.0% Upper 95.0%

Intercept 1.578349 0.318971 4.948247 1.05E-05 0.936293 2.220405 0.936293 2.220405

X Variable 1 3.228828 0.496475 6.503503 5.08E-08 2.229475 4.22818 2.229475 4.22818

X Variable 2 -0.00132 0.097699 -0.01349 0.989293 -0.19798 0.195339 -0.19798 0.195339

X Variable 3 -0.08862 0.149827 -0.59151 0.557076 -0.39021 0.212962 -0.39021 0.212962

As we can see that the last two variable are not significant(as shown by the t-tests). Thus while

explaining for the improved skills of the students, only the fact that whether they have attended

the session or not matter, but not the performance of the faculty or the notes and practical

examples given to students.

5. Do you think that the session bridges the gap between industry and academic? (Rate on the scale

of 5 with 1 being the least)

1 2 3 4 5

7%

13%

20%

27%

33%

1 2 3 4 5

SUMMARY OUTPUT

Regression Statistics

Multiple R 0.86786

R Square 0.753182

Adjusted R

Square 0.74804

Standard

Error 0.769919

Observation

s 50

ANOVA

  df SS MS F

Significan

ce F

Regression 1 86.8268 86.8268 146.475 3.43E-16

1

Residual 48 28.4532

0.59277

5

Total 49 115.28      

 

Coefficien

ts

Standard

Error t Stat P-value

Lower

95%

Upper

95%

Lower

95.0%

Upper

95.0%

Intercept 1.571429 0.16801

9.35318

1

2.16E-

12 1.233622

1.90923

5

1.23362

2

1.90923

5

X Variable

1 2.669951 0.220608

12.1026

9

3.43E-

16 2.226389

3.11351

3

2.22638

9

3.11351

3

INTERPRETATION-On regressing the variables in the question 5 on question 1, we find that

the t-value of the dependent variable is significant. Also the coefficient is positive. Hence it has

been shown that on attending the session, people find that the session bridges the gap between

industry and academics, which is significant as shown by the t-test.

6. How would you like to rate the trainer? (Rate on the scale of 5 with 1 being the least)

1 2 3 4 5

7%

13%

20%

27%

33%

1 2 3 4 5

7. Was the duration of the session convenient for you?

1. Yes b) No

10%

90%

No yes

8. Was the session different from what you have attended by the college faculty?

a) Yes, definitely b) No c) Can’t say

54%

16%

30%

Yes No Cant say

9. Will you refer it to other students?

a) Yes, definitely b) Not at all c) Can’t say

YesNo cant say

10. Did you learn the importance of time management and communication skills?

a) Yes, definitely b) Not at all c) Can’t say

90%

10%

Yes No

11. Was it worth your money?

b) Yes, definitely b) Not at all c) Can’t say

60%

32%

8%

Yes No Cant say

12. Would you like come again for the session again in the future?

a) Yes, definitely b) No c) May be

67%

25%

8%

Yes No May be

Overall Performance of Manpower

18%

26%

56%

Average Good Excellent

Chapter 5

Findings ,Conclusion &

Suggestions

CONCLUSION &FINDINGS

From the whole study we came to know about the following various aspect that are an integral

part of the company.

The course offered by the Manpower is of importance as this course will enable students

to be corporate fit and face any issues that come up in their corporate life.

The training becomes more important as it is certified by Manpower, which itself is a

fortune 500 company.

The training program actually adds to the brand value of the college, where it’s held.

We came to know that it is indeed true not education but employability skills is the

greatest need and safeguard of building good career.

The training program is effective in enhancing the employability skill among the

students.

The training program help the students in knowing the importance for time management

and improved their communication skill.

More than 50 % of student wanted Manpower to come again.

SUGGESTIONS

1. The cost of the program can be reduced, to add to the competitive edge.

2. Youth and women can be targeted more, because that section has got much of the

potential and is mostly untapped till date.

3. The program can be introduced in schools, at the higher secondary level.

4. Apart from targeting the metropolitans, they can focus on the interiors of the nation.

BIBLIOGRAPHY

During the course of writing this project report, we referred to following sources for information and

numerical data to assist the completion of the project.

Website

www. Manpower.com

www.manpowergroup.com

Brochure, Newspapers, & Magazines

Business World

Economic Times

Business week

Brochure- campus workforce readiness program

-Break the crisis &complacency cycle

ANNEXURE

Questionnaire

1. Have you ever undergone the session?

a. Yes b. No

2. Do you think the data given to you in form of notes and practical examples are good and will

help you in the future in corporate? (Rate on the scale of 5 with 1 being the least)

1 2 3 4 5

3. Was the faculty able to solve your queries throughout the session? (Rate on the scale of 5 with 1

being the least)

1 2 3 4 5

4. What do you think, is the improvement status in your skills and attitude and future prospects.?

(Rate on the scale of 5 with 1 being the least)

1 2 3 4 5

5. Do you think that the session bridges the gap between industry and academica? (Rate on the scale of 5 with 1 being the least)

1 2 3 4 5

6. How would you like to rate the trainer? (Rate on the scale of 5 with 1 being the least)

1 2 3 4 5

7. Was the duration of the session convenient for you?

1. Yes b) No

8. Was the session different from what you have attended by the college faculty?

b) Yes, definitely b) No c) Can’t say

9. Will you refer it to other students?

c) Yes, definitely b) Not at all c) Can’t say

10. Did you learn the importance of time management and communication skills?

b) Yes, definitely b) Not at all c) Can’t say

11. Was it worth your money?

d) Yes, definitely b) Not at all c) Can’t say

12. Would you like come again for the session again in the future?

b) Yes, definitely b) No c) May be