Strong Execution Capabilities

Translating into High Quality of Delivery

Streamlined Systems & Processes

Structured Sales Process

  • Sales Team: 35 member field force across the country, one of the largest sales teams in the industry organized by both region and vertical specialization
  • Tender and RFP cell: A central team responsible for all tender driven contracts
  • Contract Management team: Responsible for renewal of contracts
  • Focused incentive program: Targeted at achieving spread as well as segment focus

Manpower Recruitment & Training

  • Recruitment: Through employment camps as well as local hiring. Detailed briefing about the type of work, pay, location etc to screen candidates pre-training
  • Pre-deployment Training: Over 60 trainers across 17 dedicated training centres for skill based training across 12 cities
  • On-Job Training: Mandatory on-the-job training for 15 minutes a day conducted by supervisors at site chosen to be “Training Champs”

Service Delivery/Operations

  • Sales Team: 35 member field force across the country, one of the largest sales teams in the industry organized by both region and vertical specialization
  • Tender and RFP cell: A central team responsible for all tender driven contracts
  • Contract Management team: Responsible for renewal of contracts
  • Focused incentive program: Targeted at achieving spread as well as segment focus
Structured process at each step of service cycle ensures high quality service to clients

Structured sales process for faster scale-up

Sales Process

Cold Call/ Referral

  • Sales team has identified target clientele by area, with whom contact is initiated/ maintained on a regular basis
  • This is often augmented through leads from on-the-ground knowledge of the Operations team

Defining Scope of Work

  • Once a conversation is initiated, a scoping of the location and requirements is done
  • This would involve checking size of the area, surfaces, number of employees, number of meeting rooms/ other special areas, working hours etc
  • Potential for other services such as front desk, office assistance, reprography is also checked
  • Scoping for hospitals/ hospitality clients is a more specialized process, and is done in conjunction with the Operations team

Creating a Proposal

  • The scoping report is shared with the relevant SBU head, and post his sign-off, a detailed costing analysis is undertaken by the sales team with inputs from Operations team
  • Factors such as prevailing employee salaries in the area, quality of material the customer has requested, location of the client site (accessibility etc), industry segment of client would be key in determining costing apart from the scope
  • All proposals need to be approved by a central Commercial cell before sharing with the client - structured process of approving new contract to ensure pricing and terms are favorable
DTSS has 23 member sales team which is one of the largest sales team in the industry

Structured Recruitment and Training Program

Recruitment

  • Shortage of quality manpower and high attrition rate are the two key challenges facing the industry
  • To ensure continuous supply of labour, the Company has invested in residential training and sourcing centers in urban and rural catchment areas
  • The Company follows a local recruitment strategy where it hire and deploys people who stay close to the customer work site minimizing issues related to relocation and accommodation

Pre-Deployment Training

  • Pre-deployment training is mandatory and is constituted of
    • Basic Training Course
    • Skills training - Focus on housekeeping skills, with enhancement of specialized skills such as M&E and pest control for some positions
    • Soft Skills – Focus is on grooming, hygiene, etiquette & customer service
  • Advanced Training: The Company also provides advanced skills training based on the industry/job
  • Supervisory Training Module

On-the-Job Training

  • Field Staff
    • Mandatory on-the-job training for 15 minutes a day conducted by supervisors at site chosen to be “Training Champs”
    • Certified trainers at every site with approx 350 Champs currently performing
  • Corporate/SBU employees
    • Structured training program for Corporate/SBU employees – as per needs defined in annual appraisal and company balanced score card
    • Target of 4 man-days per employee per year
    • Program’s range from EMP’s at IIM, External trainers for behavioural areas, Internal trainers for skill requirements
    • 14 certified internal trainers
Ability to recruit and deploy trained resources in large numbers at a short notice

Superior Service Delivery

Service Delivery/Operations

Recruitment

Recruitment is undertaken specific to each project to adhere to salary norms and any other requirements

Pre-deploy Training

Training specific to the project is included in the pre-deployment training

Fulfillment

Deployment of manpower, machinery and material as contracted is done in a structure manner through the transition process (described alongside)

Customer Interface

Client feedback is sought both during the transition process & at period intervals, to ensure client satisfaction & monitor delivery standards

Payroll & Invoicing

Monthly invoicing is done typically by the Finance team at each SBU. A centralized payroll cell processes payroll of over 20,000 employees every month, all linked to the ERP ensuring cohesion with invoicing

Transition Process

Each new client site has to undergo a mandatory transition process which helps in a planned and structured deployment. The process helps in identification and resolution of issues upfront ensuring better service delivery

Transition Weekly Review Meetings

Gathering of client information (standardized process)
Internal kick-off meeting
Site transition plan finalized, Transition personnel deployed on site
Pre-mobilization on-site transition activities: Planning manpower deployment & scheduling; transition from existing vendor
Post-mobilization transition activities: Implementation of schedules & operating procedures
Transition closure meeting, post sign off on systems & processes by client
Complete transfer of operations to onsite team

Superior Service Delivery

HR

Green belt certifications, bio-metric attendance, PMS, compliance diagnostics and employee satisfaction survey

Finance

Achieved DSO improvement, savings through treasury function

Technology

Implemented Business Intelligence Tool and enhancement of existing ERP functions

Sales

Contract digitization, BD reorganization and CRM implementation

Shared Service Center

Successfully implemented Shared Services model for enhancing operational efficiency and achieving cost saving

The Company follows a disciplined approach to achieve operational excellence and improve productivity