Case Study: Travel and Hospitality
Providing rapid scale and high quality for a high-growth, first-time outsourcer
Online travel company finds back-office efficiency and engaged employees via HGS offshoring
26.21%improvement by moving from on-prem to on-cloud
265% in productivity improvements post-ramp
2.29%attrition, which has led to better quality and efficiencyThe solution
Knowing that many clients choose offshoring for cost savings, HGS constantly looks for further ways to streamline and enhance operations – especially back-office operations. A diverse, engaged, scalable, and long-tenured workforce is key to containing expenses and ensuring quality.
Scalable workforce
HGS has centralized back-office services for this client in Hyderabad, India. Taking advantage of the fact that there are hundreds of colleges in Hyderabad, HGS initiated a program called College Connect. The program ensures optimal recruitment of analytically and technically focused graduates with strong verbal and written English skills. HGS draws from a significant talent pool of approximately 25 colleges ensuring a strong resource base. In the first six months of the partnership, the client was so impressed with HGS that they asked us to increase from 23 FTEs to 106 FTEs.
Employee diversity, engagement, and retention
HGS has an active engagement program, and this client got to experience the benefits of it first-hand.
HGS deliberately focuses on the employee lifecycle with motivation via breaks, music, and gamification as stressbusters.
Ensuring a diverse workplace (gender, disability, sexual orientation, race, age, nationality, attitude, experience, etc.) and an inclusive environment is our common way of conducting business. In this regard, we are fully aligned with the client’s corporate social responsibility (CSR) focus.
In 2019, we partnered with two local employment organizations to ensure our work environment was ready for disabled professionals. We also hired a sign language interpreter who is competent in Indian and/or American Sign Language and familiarized the interpreter with the training to ensure that the content is fully accessible.
Shortly thereafter, we hired 25 persons with disabilities (PWD). In addition to making the interpreter highly available, we also assigned a buddy/mentor to each new employee for the first three months after onboarding.
Our aim is to have approximately 10% of our total staff as persons with disabilities (PWD). We not only create a great working environment for our PWD colleagues but are also working to have a career path in place for them so they stay.
Stellar quality
From day one, HGS aggressively focused on beating the client quality targets, with a consistent and stringent internal audit by HGS to ensure the client’s 2% random, real-time sample was a success.
Internal auditing is the secret to our success. The HGS training and quality team – in fact the whole organizational culture – is built on and focused on precision in production, auditing, and training for excellence.
HGS shines on the client’s audits, and takes care to act on findings. In just six months, for example, we worked to improve one of our scores of 68.85% to 96.20%. This is a significant 26.21% improvement, which was made even more impressive in the face of our productivity growth, which has been 265% over six months post ramp.
Last but not least, as a true sign of high quality, HGS recently received 10 out of 10 on its client satisfaction survey.
HGS now outperforms the client’s captive/in-house business units and is a preferred provider of back office services.
Results
~25%in savings
26.21% improvement in quality (moved from 68.8% to 96.20%)
100%on the client satisfaction survey
265% in productivity improvements post-ramp
~80%growth in headcount
2.29%attrition, which has led to better quality and efficiency
