The first paper in this series of three looked at the overall approach to process excellence in best of breed BPO providers. This second paper examines more closely the benefits of choosing a BPO provider that has an internal culture of process excellence, developed through ongoing training, personal development and project initiatives.

Choosing the right BPO provider

When selecting a BPO provider, it is important to consider not only the likely cost savings, but also the potential to achieve improvements in process efficiency and quality of service. The primary driver for BPO may still be to cut operational costs, but the right choice of partner can mean far greater benefits in the form of improved quality and performance.

Choosing a BPO provider that treats process excellence as a key component of both operations and strategy will ensure continual refinements in processes and working practices. Working with such a provider is also an opportunity to absorb best practices from other industry sectors. Lessons learned working with one set of clients will often spark off new ideas for clients in other sectors.

When putting together a shortlist of potential BPO providers, it helps to consider the candidates’ approaches and attitudes in three key areas - training, nurturing internal talent, and running high impact initiatives.

1. Training for process excellence

BPO providers that create a corporate culture of process excellence through ongoing training can help clients achieve their outsourcing goals. An organization staffed with individuals who understand process excellence can deliver continual improvements in service quality across outsourced processes.

Training for Six Sigma certifications should go hand-in-hand with direct practical experience. Candidates for training should be required to have an identified and signed-off project in place before they begin. Likewise, high-caliber candidates for more senior Six Sigma training programs should have several years’ operational experience. A BPO provider that ensures its future leaders have practical experience and operational skills will be a good long-term partner. To ensure that it remains directed towards practical outcomes, training should be supported through the use of relevant examples, case studies and on the job coaching.

When selecting a BPO provider, it is important also to consider approaches and attitudes to training and employee development. For example, do Six Sigma Black Belt candidates and newly qualified Black Belts receive time out from operational duties to focus on project work? Black Belt certification should be seen as an integral part of operations and a stepping stone to further development and career evolution, rather than simply an end in itself.

2. Nurturing internal talent

Ideally, BPO providers should maintain and develop their capabilities by building strong internal talent pools. This ensures continuity in operations and consistent, and ongoing improvements in service levels.

At Firstsource, some successful Black Belt candidates return to management in operations rather than pursuing a Black Belt career path, so that their new skills feed back into operations and drive further performance improvements. Those who choose to continue to build their skills with guidance and mentoring from master Black Belts ultimately become the next generation of senior leaders.

Organization-wide recognition forums at Firstsource keep employees focused on process excellence, enabling ongoing business process improvement that delivers enhanced performance and higher quality of service.

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