Genpact’s Performance and Network Evaluation Case Study

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Genpact, a global business consulting firm decided to explore its effectiveness in meeting customer needs. Genpact has brought in a leader in the field, Peter Gloor, a research scientist specializing in network analysis or studying communication patterns. For analysis, 26 out of 176 groups were selected, which changed the communication style with customers. It was agreed with the supervisor that the selected teams would use plain language. In addition, Gloor and his team assessed the frequency of a Genpact employee’s non-manager response, the language in the topic line, the speed of response, and the amount of the clients dealt with only one employee. Gloordid not read Genpact messages’ content to clients but collected information about email communications between team members and clients. The results obtained will show areas of performance that need to be improved.

Twice a year, Genpact supervised a customer approval study in which customers indicated that they would recommend Genpact. Early results confirmed that selected teams with changing communication styles were associated with greater customer satisfaction. With the help of digital and wireless platforms, communication has been dramatically improved. Evaluation of employees or work groups will help identify weak areas in establishing client contacts. Relationship management will enhance communication with the help of the received indicators, and the company’s customer-oriented approach will attract more attention among people. I believe that the evaluation of values should be carried out on a par with the assessment of objectives. Increased customer satisfaction through the adequate performance of an employee’s duties will help the company develop a sustainable value policy.

Value and customer satisfaction stem from the same core concept of customer satisfaction. The benefits of excellence in customer value and customer satisfaction are customer loyalty, customer retention, high value, market leadership, and business reputation. However, the universal communication pattern is difficult to deduce since it is a subjective process on both sides, the employee and the client (Loberg, 2021). Nevertheless, general trends, such as ease of communication and keeping in touch with the client, show the company’s high involvement and willingness to help; people find it convenient, so demand rises. One of the leading causes of financial losses in a company is that employees:

  1. make gross mistakes in business communications with new clients and do not see additional opportunities in working with existing clients,
  2. do not understand the importance of competent, well-coordinated interaction of employees between departments of the company and its divisions,
  3. do not think that effective communications affect the financial performance of the entire company and personal performance (Ammar et al., 2022).

Evaluating values, not just objectives, is important in increasing the profitability of any organizations. In modern business, a lot depends on the speed of bringing information to customers and the rate of solving emerging problems: customer satisfaction, rating, popularity, stable position in the market, profit, and more.

Modern employees know that contact with the client must be maintained in all possible ways. Website, mobile application, contact center, chat, social networks, service offices – all of this can be used to help employees to hear their customers, respond to their problems and promote their services. For these purposes and to ensure effective communication, it is necessary for companies to activate the centers for evaluating all elements of the internal environment. The case of Genpact, which conducted a network analysis and assessed not only the productivity of employees but also the effectiveness of their communication, and thus increased customer satisfaction, is a good example.

References

Ammar, M., Haleem, A., Javaid, M., Bahl, S., & Verma, A. S. (2022). Materials Today: Proceedings, 52, 2285–2294. Web.

Løberg, I. B. (2021). Government Information Quarterly, 38(2), 101551. Web.

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