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Mts - Managing The BPO Transition

The document discusses managing the transition process for a business process outsourcing (BPO) project. It outlines the key components of an effective BPO project management plan including goals, timelines, roles and change provisions. It emphasizes that the project management team must represent different organizational functions and be led by a BPO champion. Effective change management requires a compelling vision, leadership, communication, managing job loss, and ensuring business continuity during the transition.

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Jaiana De Jesus
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266 views

Mts - Managing The BPO Transition

The document discusses managing the transition process for a business process outsourcing (BPO) project. It outlines the key components of an effective BPO project management plan including goals, timelines, roles and change provisions. It emphasizes that the project management team must represent different organizational functions and be led by a BPO champion. Effective change management requires a compelling vision, leadership, communication, managing job loss, and ensuring business continuity during the transition.

Uploaded by

Jaiana De Jesus
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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MANAGING THE

BPO TRANSITION
THE BPO PROJECT MANAGEMENT PLAN

 provides a disciplined framework of execution to ensure that the BPO transition phase leads to
smooth operating phase.
 includes change provisions to enable adjustments over time.
 includes standard project management details such:
 Goals and objectives
 Timelines
 Milestones
 Key working definitions
 establishes and identifies roles and key players who will be responsible for project outcomes
THE PROJECT MANAGEMENT TEAM

 will be lead by a BPO champion who participated on the BAT,


the VST, or both
 the rest of the team should consist of individuals representing
a range of organizational functions to ensure cross-functional
representation and diverse skills set
 is responsible for implementing the change management
strategy for the organization
PRINCIPLES OF CHANGE MANAGEMENT

 Effective change management requires:


 A compelling vision
 Visible leadership from top management
 Extensive communication and opportunities for employee feedback
 Ability to deal with job loss and changeover
 Ability to maintain business continuity and benchmark
performance
 aligns organizational goals and individual efforts
 helps people establish a sense of direction and ownership that can lead
to high levels of performance
 tells a story of what the outcome of a project is expected to look and
feel like to organizational members; therefore, it is up to the managers
creating the vision to determine how much detail is required to tell a
story that is compelling enough to drive high performance

A COMPELLING VISION
 The role of managers during the transition phase begins with
facing the common employee reactions to organizational
change.
 Effects on personnel not displaced by the BPO project but who may fear
being next in line
 Attitudes of personnel regarding the presence of outsiders in the
organization
 Lack of willing participation in the changeover
 Fear of failure under the new workflow model

LEADERSHIP AND MANAGEMENT ROLES


 Managers must deal with the effects of these changes through
 Honest communication to employees on issues regarding workplace
changes, policies, future expectations, the steps the organization is taking
to help them during the change and the rationale for the change.
 Use common disciplinary and motivational tactics to overt obstructionists.
 Overt obstructionists are vocal as being opposed to the BPO project.
 Confront and control the covert obstructionists.
 Covert obstructionists are those who oppose change but work quietly in their obstructionist
efforts like direct sabotage, omission, withholding key information or data, etc.
 Leaders, on the other hand, are expected to have a firm grasp of the BPO business case
and should be able to articulate it as needed
 Must be able to link the BPO case to the organizational units and the individuals who
work in those units
 Must be able to provide people with answers to the question “what’s in it for me?”
 Must be able to inject new enthusiasm to the organization
 Must be able to articulate a vision during the transformational change – that is helping
people paint a mental picture of a future that will be better and more satisfying.
 Effective communication with employees is vital to the BPO transition process
 A lack of communication from managers does not mean a lack of communication with
the organization
 If leaders will not give deliberate and directive messages, the organization will be filled
with rumors, gossip and speculation from the employees.
 The key is to be honest…tactful and sophisticated honesty.
 The BPO initiative must be accurately and competently communicated to the employees specifically
the extent and implications of the initiative to them personally and what the organization intends to
do to help them through the transition.

COMMUNICATING WITH EMPLOYEES


 Is considered as one of the most difficult challenges that managers have to face during the
transition phase
 The changeover will mean job displacement which may include termination or shifting
responsibilities.
 These can be managed through:
 A detailed RIF (reduction-in-force)plan – considers a wide range of factors when identifying the individuals who
will be terminated or shifted from their job; considers the options available to reduce the impact of the
displacement
 Early retirement programs for senior employees
 Voluntary buyouts of employment agreements
 Payment of insurance premiums
 Shifting employees from direct employment to contract labor using them on an as-needed basis
 Provision to assist displaced employees in their desire to gain new employment
 Provision of short term services such as seminars on job hunting, training programs to acquire new skills, etc.

MANAGING JOB LOSS AND CHANGEOVER


 The final consideration in managing the BPO transition is to ensure business continuity throughout
the process as performance indicators are likely to be down or flat during the early stages of the
transition.
 Business continuity requires that the organization:
 manage the internal disruptions to workflow
 Adopt and monitor reasonable, transition-phase-only benchmarks
 this requires the manager to intervene only when performance fall below the benchmark value to allow employees
to learn and improve the new system
 Too-early intervention will short-circuit the learning process
 Performance levels should rise as the transition unfolds and new performance peaks will be sustained if managers
practice the discipline of allowing the mistakes and learning process to run its course.

BUSINESS CONTINUITY AND


BENCHMARKING
?

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