Seamless transitions across clients’ space and the outsourced environment is the key to managing large and complex outsourcing initiatives. Based on its extensive experience and expertise in the BPO space, HeroITES has developed a sound methodology to ensure a smooth transition of your operations and activities to the company’s state-of-the-art infrastructure near Delhi, India. We leverage a well-planned and well-executed Transition Process to address key requirements such as project planning, performance management, execution, delivery and Quality criteria. The Transition Methodology at HeroITES includes four crucial phases.

Understanding Expectations

In addition to cost-effectiveness, Quality improvement, Process re-engineering, Value addition to business and Continuous increase in productivity are other major expectations from the outsourcing model. Understanding customer expectations and possessing knowledge of the latest trends in the respective service offering are very critical for this phase. Following are the key steps:

• Process Mapping: The existing process needs to be mapped to understand existing business criticalities and current process performance.
• Listing business drivers impacting the process: Customer experience, sales, cost of warranty support, accuracy in claim settlement are some of the business drivers which will critically impact the process.
• Documentation: Documenting the performance of the existing process.
• SLA Planning and Operation Strategy: Studying key business drivers and major process expectations provides a strategic direction to service delivery functions such as Operations, Training and Quality.

Performance Planning

During this phase, performance capabilities are initially estimated based on past experience. The 12-week performance plan is a critical document compiled during this stage. A project plan, as well as a quick check list, is formed for all related functions. Following are the key steps:

• Associate Profiling: Clear understanding of the program objective helps in designing the right associate profile. Associate profiling is done as per business needs and headcount planning. Talent is hired or internally relocated, depending upon the associate profile.
• Training: The training department at HeroITES imparts necessary training on voice and accent, soft skills and process activities.
• 12-week performance plan: This plan provides direction to the account management team for evaluating the actual performance and progress.

Managing Performance Variability

For the first few weeks of the launch, all service delivery support groups work closely with the operations team to address performance variations. During this period, performance trends are monitored by the Quality, Training and Operations team for a thorough understanding of program intricacies and best practices. The observations and evaluations are then shared with other team members through shift briefings and used as training aid for subsequent batches. The 12-week performance plan acts like a roadmap for performance comparisons. Following are the key steps:

• Periodic reviews are conducted to identify performance and productivity drivers by observing top and average performers.
• The key economic indicator, aimed at maximizing client value, is periodically tracked and its utility is established.
• Contractual terms are assessed for their validity, keeping in view the actual performance data.
• Process maps are refined and the Non-Value Adding (NVA) activities identified during this phase are taken up with the client for further evaluation.
• The incentive structure of the service delivery team is customized for quality and productivity parameters.

Performance Management of Growing Accounts

Establishing best practices and inducing these in subsequent batches are crucial for managing the account growth. The experience and the knowledge gained during this period help in tailoring training and quality programs for succeeding batches. Some of the key steps for ensuring continuous improvement are:

• Continuous improvement in service levels by benchmarking best practices: The NVA’s identified in the initial phase are removed by working closely with the client’s team. Best practices are also shared with other team members and used as training aid for subsequent batches.
• Providing value-added services to maximize value for the client and growth of the account.