What should a BPO / Call Center look for in a Consultant?

Safe Contracts

One of the hot topics on our list is signing safe contracts. If you take a close look at any of these frauds you will infer that it is no different from any other scam. Issues of importance:

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We all have to work hard to earn money. If a consultant tells you that you can earn big bucks by investing a small amount, forget it. Watch out for the catch. Money making was never so easy.
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Don't get fooled by large (read expensive) advertisements. A free email id is not a good sign either.
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Examine the credentials of the consultant. If the consultant only has a business deal to pass on to you, be wary. Pay them for their worth in domain knowledge and operational skill, not for the business that they bring in.
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Take a copy of his photo i.d (passport, voter card/ driving license) if necessary and mention the passport number in the agreement you sign. They will think twice before cheating you.
5.
A consultant may approach you with contracts. He will tell you that the prospective client expects certain parameters to be met in a BPO before the client can outsource work. Guess what's next, this consultant will offer you to train your staff for a hefty fee. Beware!
6.
A Client may approach you directly. Always safe to check him through the local diplomatic office. Usually helps.
7.
Always ask for a contract with the end client, it's the safest of strategies.
8.
Never pay over 4% of the invoice value for a business handshake service, that's the norm large organizations follow. Better still pay a one time reference fee.
9.
Always ask for a small advance/ deposit/ set-up fee on a new business deal if not very sure of the client credentials. A very large number of clients will go along with your request if they see value in your service offering.
10.
Always have a tight agreement drafted by your Lawyer. A corporate lawyer with knowledge of the IT Act and exposure to foreign deals is always preferable.

To keep out of trouble's way - be very objective and use common sense , as you would in any other contract.

What should a BPO / Call Center look for in a Consultant?

Here's a step by step guide to choosing a consultant ... and what he/she must be capable of doing:

Results drive

All initiatives must be driven by results, which is why you must insist on measurable success criteria for every project before start. Whether working on improving the productivity or performance of operations, delivering cultural change, or mentoring a management team, if it isn't going to make a measurable difference, it shouldn't be done. Any consultant engagement must drive a business and their people towards a higher level of effectiveness, satisfaction and success.

Team work

Sharing ideas and information is the quickest way to achieving success, so work in partnership right from the start. Commitment, energy and passion is infectious, inspiring teams to do the very best they can. When we all work together as a team, we are stronger, and more likely to succeed.


Knowledge Transfer

Information, ability and motivation are essential before putting procedures and policies, to take teams forward. That's why knowledge transfer is such an important part of the process. To implement change, management teams need ownership of the solutions, transferring training skills and knowledge to create a self-sufficient culture of ongoing development.

Open and Direct communication

A deep understanding of business objectives can come only by communicating. Get under the skin of the organization, and ask some uncomfortable questions. Build trust, to achieve through a policy of openness and honesty. A candid approach helps to foster a more open approach to internal communications.

Practical, sustainable solutions Shouldn't just talk theory; capable of delivering creative, yet practical ideas and solutions that make a measurable difference to operations. Never sacrifice short term results for longer term gains.

Outsourcing Challenges: Managing Provider - Vendor Relationships

Provider Responsibilities

After signing an outsourcing deal, buyers are faced with the enormous task of managing an infinitely complex set of people, processes, asset transfers, and helping the rest of the organization adapt to the change. It is up to the Provider to equip Vendors with key processes and tools essential to successfully managing outsourcing relationships significantly more quickly and effectively.

Following are some essential issues that are best resolved through collaborative efforts of the teams:

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Identify, prioritize, and track operational issues to resolution
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Assess and resolve complex problems systematically and jointly
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Improve scope management by increasing transparency across processes for contract amendments, new service requests, and additional resource charges
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Prioritize projects jointly and manage overall demand
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Implement and enable key managing mechanisms, supporting committee structures, decision making protocols, and helping track and manage commitments

Vendor Responsibilities

Building and implementing a systematic, scalable relationship management process, including tools, metrics, and management systems that help Providers go beyond making a good pitch, and demonstrate real organizational capabilities. Communicate effectively, solve problems creatively, manage conflict constructively, and build the kind of relationship that reduces the costs of conflict, indecision, and poor execution.

Some of the key guiding points of responsibility are as follows:

Identify client business and marketing objectives, in conjunction with project team, and create projects (scope, approach, plan, and deliverables) to increase customer acquisition rates, optimize sales performance (including improving cross sell and up sell performance), and improve long-term customer retention

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Manage projects (e.g., the development and execution of an inbound call program) for clients, through a team of client and provider/vendor personnel, and potentially managing employees Assess call center operational processes and practices, training and performance development programs, and telephony and desktop technologies to determine current performance levels, define gaps, and make recommendations for improvement

Finally it is always useful to draw up appropriate measurement models. Suggested pointers are as follows:

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Design measurement plans, capture required data, and produce reports, that measure the effectiveness of marketing and sales programs in the various live channels (e.g., call centers)
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Develop customer data acquisition and usage procedures (e.g., for capturing e-mail addresses) and create business requirements for technology solutions supporting the capture, management, and dissemination of customer data
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Assess client or vendor technology, evaluate alternative tools, and develop business requirements for solutions that can improve the customer experience and operational performance

Develop performance support processes for sales and service employees in the areas of quality assurance and monitoring, rewards and recognition, and coaching and training.