Bpo Industry Analysis
CONTENT
SL NO PARTICULARS PAGE NO
1. OVER VIEW OF BPO
1
2. BPO TERMINOLOGY
11
3. ORGANIZATION STRUCTURE OF BPO INDUSTRY
14
4. RATIO OF MANPOWER IN BPO INDUSTRIES
15
5. COMPETENCIES REQUIRED FOR DIFFERENT
DEPARTMENT
24
6. CAREER PLANNING / GROWTH OF BPO
25
7.
PERFORMANCE MANAGEMENT SYSTEM OF BPO
34
8. SUCCESSION PLANNING OF BPO INDUSTRY
46
9. REWARDS AND RECOGNITION IN BPO INDUSTRY
50
10.
CHALLENGES FOR HR IN BPO INDUSTRY
64
11. CONCLUSION
74
1. OVER VIEW OF BPO
The concept of outsourcing started with Ross Perot when he founded Electronic Data Systems in 1962. EDS would tell a prospective client, "You are familiar with designing, manufacturing and selling furniture, but we're familiar with managing information technology. We can sell you the information technology you need, and you pay us monthly for the service with a minimum commitment of two to ten years.
BPO is the act of transferring some of an organization's repeated non-core and core business processes to an outside provider to achieve cost reductions while improving service quality. Because the processes are repeated and a long-term contract is used, outsourcing goes far beyond the use of consultants. If done well, BPO results in increasing shareholder value. The main difference between BPO and more traditional IT outsourcing is that BPO offers companies a way of achieving transformational outcomes much more quickly. In a typical BPO contract, a service provider takes over a specific corporate function. Effective BPO encompasses much more than just changing who is responsible for performing the process. In BPO, the outside provider not only takes on the responsibility to manage the function or business process, but also re-engineers the way the process has been traditionally done.
The next generation of Business Process Outsourcing has emerged as a priority for businesses looking to better options in managing their application
SL NO PARTICULARS PAGE NO
1. OVER VIEW OF BPO
1
2. BPO TERMINOLOGY
11
3. ORGANIZATION STRUCTURE OF BPO INDUSTRY
14
4. RATIO OF MANPOWER IN BPO INDUSTRIES
15
5. COMPETENCIES REQUIRED FOR DIFFERENT
DEPARTMENT
24
6. CAREER PLANNING / GROWTH OF BPO
25
7.
PERFORMANCE MANAGEMENT SYSTEM OF BPO
34
8. SUCCESSION PLANNING OF BPO INDUSTRY
46
9. REWARDS AND RECOGNITION IN BPO INDUSTRY
50
10.
CHALLENGES FOR HR IN BPO INDUSTRY
64
11. CONCLUSION
74
1. OVER VIEW OF BPO
The concept of outsourcing started with Ross Perot when he founded Electronic Data Systems in 1962. EDS would tell a prospective client, "You are familiar with designing, manufacturing and selling furniture, but we're familiar with managing information technology. We can sell you the information technology you need, and you pay us monthly for the service with a minimum commitment of two to ten years.
BPO is the act of transferring some of an organization's repeated non-core and core business processes to an outside provider to achieve cost reductions while improving service quality. Because the processes are repeated and a long-term contract is used, outsourcing goes far beyond the use of consultants. If done well, BPO results in increasing shareholder value. The main difference between BPO and more traditional IT outsourcing is that BPO offers companies a way of achieving transformational outcomes much more quickly. In a typical BPO contract, a service provider takes over a specific corporate function. Effective BPO encompasses much more than just changing who is responsible for performing the process. In BPO, the outside provider not only takes on the responsibility to manage the function or business process, but also re-engineers the way the process has been traditionally done.
The next generation of Business Process Outsourcing has emerged as a priority for businesses looking to better options in managing their application