Offshoring Business Processes: Premier BPO on Successful Implementation, Organization, Operation and Continuous Improvement of Outsourcing Operations

Offshoring Business Processes: Premier BPO on Successful Implementation

, Organization, Operation and Continuous Improvement of Outsourcing Operations

The difference between managing an office in New York and in Los Angeles versus offshore is the magnitude of the savings, not the complexity of operations.

When an organization is considering moving all or part of itsoperations offshore, there is a natural tendency to questionhow effectively it can be managed from thousands of milesaway from the home office. With advances in technology andaccess to a well-educated and highly-motivated workforce,combined with proven outsourcing methodologies, it is no more difficult thanmanaging an operation that is located in different offices around North America orutilizing home-based staff. In fact, the offshore operation truly becomes a seamlessextension of your business.

The benefits of business process outsourcingare as well known as the proliferation of outsourcing vendors. However, the transition ofbusiness to an offshore location must benon-disruptive to operations and transparentto customers. To ensure a successfulBPO solution, the process must consist ofimplementation, organization, operationsand continuous improvement.

Implementation begins with understanding and planning and is successful throughteamwork. The BPO provider and the client should work as a team to clearly defineand document workflow, process, procedure, cultural characteristics and technologyrequirements. From this effort, a detailed implementation plan can be created. Theproject manager should be accountable for meeting all commitments and work withmembers of both organizations to ensure that the job gets done on time and tomutually-agreed-upon standards. Sometimes the client does not have processes inplace that he feels are adequate, and looks to the BPO firm to fill that gap. Examplesoften include the design of entry-level training programs, total quality managementprocesses and information solutions.

Organization of the offshore operation is designed to mirror internal operations interms of people, ratios, processes, procedures, command and control. The BPOcompany should create a dedicated operating group hired and trained to the samestandards as the client's internal staff. The BPO firm then works with the client toduplicate the assessment and hiring process and often invites the client to participate,especially in the selection of key staff members. Training should be delivered byprofessional staff members who have first been certified by the client via acomprehensive train-the-trainer process.

If effective processes are not in place orgaps exist, the BPO firm can provide a client with solutions that work. Often, a clientwill opt to have members of their staff at the offshore site during the early phases ofimplementation. These Subject Matter Experts serve as facilitators of on-the-jobtraining and expedite the transfer of institutional knowledge to the offshore membersof the team. The Account Manager exists to serve the client. This highly trained andempowered specialist is more than a BPO representative. He takes personalresponsibility for the performance of the program and serves as a single, convenientpoint-of-contact from implementation through the duration of the program.

Operations are simple for the experienced, proven BPO or Outsourcing Provider.. Most BPO team members work when it is convenient for theclient. They can be contacted by phone (no long distance or international dialingrequired), email or mobile phone, just like a client'sstaff in other locations. Since a BPO firm can use theclient's systems, performance information is availablewhen it is required and in the format requested.

Built-in IT redundancies ensure uninterrupted servicewhile the security of client systems and information isassured. Since the offshore team is dedicated to theclient's program and trained to his standards, theyfunction just like the client's internal staff. Communications, on-going training,reporting, performance management and problem-solving are a part of the daily jobthat is expected of them. It is recommended that there be a weekly meeting betweenkey offshore staff and the management person responsible for overall operations fromthe client organization. The purpose is to review all program metrics, discuss upcominginitiatives, solve problems and provide a forum for effective teamwork and communications.

Continuous improvement is essential. In order to create long-term relationships, aBPO provider must do more than lower costs and improve quality. The ability tocollaboratively make the business better creates real value in the relationship. Tofacilitate this, quarterly business reviews are recommended, where both operating and senior management meet face-to-face to discuss ways to improve the businessand to effectively plan. This process provides a vehicle for continuousimprovement, integration and effective long and short-term business planning andexecution. It also serves as a forum for relationship building among the members ofthe joint team.

Continuing education of offshore staff and regular team meetingsdesigned to identify the thinking and ideas of the people, doing the work' also serveto create a process of continual renewal and improvement. In addition, the BPOAccount Manager proactively works to improve the business and be a source ofvaluable input to the client's management staff.

For Case Studies, informative white papers and further information definitively demonstrating how these benefits are realized with the 125+ years of experience of our leadership and operations team, please visit http://www.PremierBPO.com and/or call Reese Bagwell at 931.551.8888.

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