WNS (Holdings) Limited, Mumbai, India: WNS

Written answers to the questions

Total 198 words used.

WNS is a NYSE-listed leading Business Process Management (BPM) company servicing 600+ clients from varied industries across 13 countries. Over the years, WNS has become a Digital-led Business Transformation partner to global marquee brands, enabling them to outperform by delivering solutions that are at the convergence of domain expertise, talent, technology, analytics, AI / ML, and recently, Generative AI.

Contact Center Services is our cross-industry horizontal unit servicing all key business verticals. Our industry-aligned approach helps provide a domain-specialized focus and horizontal service delivery ensures operational excellence. At WNS, the CX training team believes in creating the next-generation learning experience to make the employees future-ready. Our key differentiators include the ability to learn, employee connections, domain-specialized proficiency, innovation and effectiveness. With the onset of the pandemic, our learning strategy changed gears from on-site execution to a diverse digital execution to improve scalability and competitiveness, augment knowledge retention and implementation. Powered by a foundational digital training model, our training department is equipped to handle the volatile business catering to minimum skills identification, content creation and curation, induction and onboarding, effective and efficient training delivery, learning curve management and skill enhancement of our existing people, update management and personal skill development.

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The BPM industry faces significant attrition challenges, especially in accounts with high work complexity, resulting in continuous influx of new hires. Business performance metrics include the effectiveness of these recruits, necessitating minimizing their learning curve for overall target achievement.

Our innovative digitization strategy has delivered substantial improvements in various performance metrics, enhancing speed to proficiency, post-training quality performance, and customer satisfaction scores across multiple accounts.

Key steps taken:

• Creating customized content addressing specific business needs
• Incorporating industry-level and client-specific nuances

Rigorous refinement, based on outcome evaluations, ensured continuous enhancement, with regular updates aligning with the latest industry developments seamlessly integrated into training programs. Facilitators were coached on the intricacies of digitization-centric approach.

Key achievements resulting from Training Digitization include:

• Quality scores improvement for a major OTA's frontline team from 66% (2022) to 79% (2023) and fulfillment team from 63% to 73%. CSAT scores also rose significantly from 26% to 45%
• Learning curve reduction for a corporate travel account from 10 to 6 weeks, with new hires reaching floor average quality scores by week 4
• An American TMC account witnessed 14.7% decrease in learning curve, 13% improvement in first 4 weeks’ quality scores, and 23% overall quality score improvement
• In a leading OTA, digitization helped reduce financial losses by USD 60,000+
• GDS proficiency scores in a leading TMC jumped from 83.7% to 92%.

These achievements have been widely appreciated by clients and have significantly contributed to our business growth, leading to increased client satisfaction and additional business opportunities.

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Our digitized training approach revolutionizes the employee learning journey, providing a distinct departure from conventional methods. Unlike basic onboarding-focused traditional induction followed in the industry, our approach initiates with pre-process training, imparting cultural, geographical, and industry knowledge for a robust foundation.

In contrast to conventional static presentations, our method introduces a groundbreaking gamification module during product/process training. Learners engage in challenging games, progressing through levels and practically applying knowledge, particularly in mastering complex concepts like Global Distribution Systems (GDS). Traditional training struggles to match this interactive and engaging learning experience.

Client-specific training unfolds in Digitally Simulated Training Environments (DSiTE), offering practical, end-to-end transaction practice in a sandbox mode—a departure from conventional methods, providing a more immersive and realistic training environment.

Our self-paced e-learning modules, featuring interactivity and quizzes, surpass the static nature of traditional training, ensuring both knowledge retention and active engagement. This exceeds the limitations of conventional classroom-style approaches.

Furthermore, our update management system introduces periodic updates, testing recall values, and aiding gap identification—often lacking in traditional training setups. In the production phase, meticulous transaction monitoring and subsequent training need analysis set our approach apart, allowing prompt, tailored learning pathways to address specific needs.

This comprehensive and adaptive approach, continuously aligned with evolving employee needs, signifies a significant departure from the static, one-size-fits-all nature of conventional training, ultimately resulting in more efficient and effective performance outcomes.

Total 198 words used.

Enclosed with this document are key annexures providing detailed insights into our digital training initiatives:

1. Annexure 01: Illustrates the comprehensive digital learning life cycle, enhancing employee performance throughout their tenure with WNS.
2. Annexure 02: Explores our digitization approach, showcasing the development of a best-in-class digital training portfolio.
3. Annexure 03: Delves into the digital engines powering our digitization efforts.
4. Annexure 04: Presents a detailed comparison between digital training and conventional training approaches.
5. Annexure 05: A case study exhibiting early results of learning curve reduction in a leading TMC account.
6. Annexure 06: Examines a case study of an American TMC account, showcasing a 14.7% decrease in learning curve, a 13% improvement in first 4 weeks’ quality scores, and a noteworthy 23% overall quality score improvement.
7. Annexure 07: Features a case study highlighting a leading TMC's remarkable reduction in learning curve from 10 weeks to 6 weeks and its impact on the overall business metric
8. Annexure 08: Highlights a case study from a leading OTA, where financial errors experienced a notable drop of USD 68,000.
9. Annexure 09: Showcases a case study from a prominent OTA, demonstrating significant improvements in both Quality and CSAT, contributing to enhanced speed to proficiency.