Rank 5 - Ajuba Solutions: Paying for Performance

Ajuba Solutions slips two places this year but manages to bag
a place in the top five. Overall employee satisfaction scores slip
significantly, which is in tune with what is happening in the industry, and of
course for few reasons specific to the company. Ajuba does put up a very
balanced performance across all parameters of satisfaction.

Compensation emerges as a strength area for the Chennai-based
BPO. The compensation plan is based on the principle of Pay for Performance,
which sets clear objectives for all levels of leadership. Leaders' incentives
are based on achievement of agreed objectives.

An individual performance review mechanism assists employees
to move up the value chain and also feature among the top performers. Internally
referred to as One2One, the individual performance review program ensures that
project leaders are closely involved in monthly performance reviews with each of
their team members. This is a platform for employees to voice their opinions and
ideas on their work assignments and targets which can be easily addressed by
their immediate supervisors.

Ajuba has put in place a unique mechanism that offers growth
as well as tries to reduce stress and monotony at work. Says Devendra Saharia,
"BPOs create an assembly line environment that involves a fair amount of
repetitive work which is always a challenge for us." Employees with
variable skill sets are identified and offered a customized growth path, like.
They are encouraged to move into managerial roles or to become SMEs (Subject
Matter Experts). Outstanding performers are rewarded through the Pay for
Performance plan and are also sent abroad on a regular basis to directly
interact with clients.

Employees expressed very high degree of satisfaction on the
ethics of the company. Explains Sankar Narasimhan, head of finance and HR at
Ajuba, "On principle, we never backtrack on any commitment we make to our
employees." Special efforts are made to create an environment of trust and
credibility in the organization. For example, four years back Ajuba spent Rs 1
lakh per employee to get them certified. Adds Saharia, "We would like to be
the employer of choice and would like to create certain value systems in the
organization."

Brand equity emerges as an area of concern, with Ajuba fairing at the lower
end on the dream company table. Says Saharia, "The first couple of years
were more about building the core delivery model. We have now started focusing
on direct brand building exercises."