Hi everyone,
We are trying to start our own BPO (European, 1000 seater) and from head to toe everything would be tailor made.
I am in the process of framing the HR policies and done with most of them.
We have plans to start with a pilot batch of 100 nos with top members in operations through referal and agents to be freshers through consultants or through portals and walk-in.
My concern now is we are a software company and as we start a BPO do you think that the same management would be able to manage them or should we go ahead in recruiting people to manage the BPO?
To say the BPO is our own, we are not outsourcing but we are bringing our own for our own products.
My point is, We dont like to give the entire thing(support services) to a new person (Finance, Admin, General Manager, Human Resource, Logistics) as we are starting from the scratch, i am worried if others would show the same interest in the growth of the company and we feel that probably we can manage for 1 yr as the head count reaches 500 we could try to include some more in the management (senior position) in operations it should not be an issue.
Grow as you work, is our policy now.. thats we have plans to recruit freshers and let them grow with us.
Your suggestions, criticism are most welcome, pls give all your suggestions and enlighten me.
Regards,
Priya
From India, Madras
41We are trying to start our own BPO (European, 1000 seater) and from head to toe everything would be tailor made.
I am in the process of framing the HR policies and done with most of them.
We have plans to start with a pilot batch of 100 nos with top members in operations through referal and agents to be freshers through consultants or through portals and walk-in.
My concern now is we are a software company and as we start a BPO do you think that the same management would be able to manage them or should we go ahead in recruiting people to manage the BPO?
To say the BPO is our own, we are not outsourcing but we are bringing our own for our own products.
My point is, We dont like to give the entire thing(support services) to a new person (Finance, Admin, General Manager, Human Resource, Logistics) as we are starting from the scratch, i am worried if others would show the same interest in the growth of the company and we feel that probably we can manage for 1 yr as the head count reaches 500 we could try to include some more in the management (senior position) in operations it should not be an issue.
Grow as you work, is our policy now.. thats we have plans to recruit freshers and let them grow with us.
Your suggestions, criticism are most welcome, pls give all your suggestions and enlighten me.
Regards,
Priya
From India, Madras
dear priya
you have already software comopany want to go for BPO,its good but both company will jhave seprrate entity so you should have seprate head for BPO,as well as seprate staff to run the BPO.
regards
j s malik
From India, Delhi
you have already software comopany want to go for BPO,its good but both company will jhave seprrate entity so you should have seprate head for BPO,as well as seprate staff to run the BPO.
regards
j s malik
From India, Delhi
Dear Priya,
It is better to have a seperate P&L account for each and every business and need to have seperate responsible person for each verticle hence let the top management may be the same but identify an in-charge like president / Sr.VP / VP and hand over the responsibility of running that company to him. Even other departments also it will be difficult for the existing people to manage hence distribute the entire manpower in to corporate and units. The total management of any number of units will be easy when you have a corporate structure, I mean every unit is headed by a manager -HR / higher / lower designated person with a structured manpower as a team but he will be reporting to GM / VP / Sr.VP / Director - HR at corporate, this will replicate in all your units, by this commonality in systems / processes and aslo controls.
with best regards - kameswarao
From India, Hyderabad
It is better to have a seperate P&L account for each and every business and need to have seperate responsible person for each verticle hence let the top management may be the same but identify an in-charge like president / Sr.VP / VP and hand over the responsibility of running that company to him. Even other departments also it will be difficult for the existing people to manage hence distribute the entire manpower in to corporate and units. The total management of any number of units will be easy when you have a corporate structure, I mean every unit is headed by a manager -HR / higher / lower designated person with a structured manpower as a team but he will be reporting to GM / VP / Sr.VP / Director - HR at corporate, this will replicate in all your units, by this commonality in systems / processes and aslo controls.
with best regards - kameswarao
From India, Hyderabad
Hi Priya,
I would make the decision in this manner.
1. What is the objective of starting the BPO? Is it to enhance revenue or offer integrated services to the company in terms of broader offerings to the customer? If its the first, then a separate SBU will be optimal, where Head of BPO reports to the board, in the latter, it should be tightly integrated with the Head of BPO unit reporting to your company's CEO.
2. Your question about whether you need a new management team because you are wondering whether your existing management team can manage is a question that you should ask honestly to your management team and see their response. I personally believe that a current senior management team member should be closely involved with this initiative. Because, its a new line of business for your organization, it involves heavy learning for your management team as a whole. A person who is familiar with the culture of the company would be best served because then you have a single culture permeating in both the software as well as the BPO side, making it easier for you to share HR resources and manage HR operational costs. The downside to this is that, you may miss out on industry best practices that a qualified outsider can bring in.
But, since there is a hesitation in bringing someone from the outside as you do not have the confidence that that person maybe interested in growth of the organization like you may have since you have been associated for a longtime with a company, I would recommend an insider. That person should be a quick learner, strategy oriented and strong in execution.
Tough choices to make no doubt, but it is needed. Also, if you feel that the current insider may not be upto the task or may not the want the job due to them wanting to stay on software side, then I would suggest bring an outsider, but make sure that the compensation is attached to not only results but also to longevity in terms of either ESOPs or some kind of bonus to retain the person for a longer period of time.
Hope it helps and best of luck. If you would want to talk to me about this then you can get in touch with me on
From India, Mumbai
I would make the decision in this manner.
1. What is the objective of starting the BPO? Is it to enhance revenue or offer integrated services to the company in terms of broader offerings to the customer? If its the first, then a separate SBU will be optimal, where Head of BPO reports to the board, in the latter, it should be tightly integrated with the Head of BPO unit reporting to your company's CEO.
2. Your question about whether you need a new management team because you are wondering whether your existing management team can manage is a question that you should ask honestly to your management team and see their response. I personally believe that a current senior management team member should be closely involved with this initiative. Because, its a new line of business for your organization, it involves heavy learning for your management team as a whole. A person who is familiar with the culture of the company would be best served because then you have a single culture permeating in both the software as well as the BPO side, making it easier for you to share HR resources and manage HR operational costs. The downside to this is that, you may miss out on industry best practices that a qualified outsider can bring in.
But, since there is a hesitation in bringing someone from the outside as you do not have the confidence that that person maybe interested in growth of the organization like you may have since you have been associated for a longtime with a company, I would recommend an insider. That person should be a quick learner, strategy oriented and strong in execution.
Tough choices to make no doubt, but it is needed. Also, if you feel that the current insider may not be upto the task or may not the want the job due to them wanting to stay on software side, then I would suggest bring an outsider, but make sure that the compensation is attached to not only results but also to longevity in terms of either ESOPs or some kind of bonus to retain the person for a longer period of time.
Hope it helps and best of luck. If you would want to talk to me about this then you can get in touch with me on
From India, Mumbai
Hi Priya,
I think Venkat gave an apt reply. Just want to add some points from my experience.
The initial setup leadership team should be from the present team, as they would build similar culture in the new team.
BPO operations & Software operations demand very different leadership & management styles, as the skills, competence, qualifications & experience of both the teams are very different.
Hence I would suggest that you bring an outside ops manager (from the BPO industry) reporting in to your existing leader. This way you will benefit from both. The areas of focus for your existing guy is to set broad expectations, culture and growth objectives and leave the delivery to the external manager.
If you need further inputs, you may send me a mail at
All the best,
Peter
From India, Hyderabad
I think Venkat gave an apt reply. Just want to add some points from my experience.
The initial setup leadership team should be from the present team, as they would build similar culture in the new team.
BPO operations & Software operations demand very different leadership & management styles, as the skills, competence, qualifications & experience of both the teams are very different.
Hence I would suggest that you bring an outside ops manager (from the BPO industry) reporting in to your existing leader. This way you will benefit from both. The areas of focus for your existing guy is to set broad expectations, culture and growth objectives and leave the delivery to the external manager.
If you need further inputs, you may send me a mail at
All the best,
Peter
From India, Hyderabad
Hi Kames, Venkatesh, Peter,
Thank you so much for your valuable guidance and time.
As of now we have plans to get people from production(operations or ops, Transition) through reference and the Managers of HR, Finance, Admin, Logistics, and General Manager team(who would be assisted by newly recruited Junior level people to Middle Level People) would be taking care of initial setting up of the company and the production would continue with the BPO but the team of Management would find replacements for the BPO and hand over a part of Management to the new team.
But all the Management Decisions would be taken with cognizance with the old Management for 2 years.
Would that be right, What kind of issues could we face in this process.
Kindly advice.
Regards,
Priya
From India, Madras
Thank you so much for your valuable guidance and time.
As of now we have plans to get people from production(operations or ops, Transition) through reference and the Managers of HR, Finance, Admin, Logistics, and General Manager team(who would be assisted by newly recruited Junior level people to Middle Level People) would be taking care of initial setting up of the company and the production would continue with the BPO but the team of Management would find replacements for the BPO and hand over a part of Management to the new team.
But all the Management Decisions would be taken with cognizance with the old Management for 2 years.
Would that be right, What kind of issues could we face in this process.
Kindly advice.
Regards,
Priya
From India, Madras
Dear Priya,
Most of other members have already said this and I too advocate the same..
Have someone within your organization to lead that BPO division (Make the BPO a seperate Business Unit). Firstly look at them who are already there with your org. and evaluate by asking them open ended questions, looking at their past background, their skill sets etc. Pick few of such people and recruit from outside world also. This way you will have a mix bunch of Management personnel and you would have no problems to develop your parent company's culture into the new unit.
Saurabh
From China, Leizhou
Most of other members have already said this and I too advocate the same..
Have someone within your organization to lead that BPO division (Make the BPO a seperate Business Unit). Firstly look at them who are already there with your org. and evaluate by asking them open ended questions, looking at their past background, their skill sets etc. Pick few of such people and recruit from outside world also. This way you will have a mix bunch of Management personnel and you would have no problems to develop your parent company's culture into the new unit.
Saurabh
From China, Leizhou
Dear Priya,
I am working for a HR Recruitment firm based in Bangalore. We are also owning a job portal Welcome to Solariumjobs. Would it be possible for us to be associated with fulfilling your candidate requirements. Also you can post your requirements on our portal.
You can contact me at
Regards
Anshuman
From India, Bangalore
I am working for a HR Recruitment firm based in Bangalore. We are also owning a job portal Welcome to Solariumjobs. Would it be possible for us to be associated with fulfilling your candidate requirements. Also you can post your requirements on our portal.
You can contact me at
Regards
Anshuman
From India, Bangalore
Hi Priya, Having your own captive BPO Unit or Outsourcing it to thrid party vendors has its Pros and cons and you have th take the decision after weighing them in accordance with your objective.
Merits of Own BPO: 1) Stratergicaly Viable move as you can save lot more money if you have lean and mean BPO divison. For example, by deploying modern technology and efficient work force, basic support functions like HR, Finance will make it easier in terms of amount of task invovled.
2) Having your own BPO increased the Brand Value of your company in turn you might get more business because of it. As you grow organically by adding more employees and resocuses and if handled efficiently, you can develop a niche in the field. Examples : Standard Chartard, GE.
Demerits: 1) It might be costly and difficult to run a BPO in the short run if you don't have required resources in places. Moreover, it might prove a big distraction to a start up company as it might consume enormous amount of time and energy in managing it even if proper head is employed.
You can add lot of Points. I personally feel, if you are as a company has big long run ambitions then you can afford to have you BPO provided putting correct Systems and Processes in place.
So, you have to factor in multiple factors and then come up with a decision which should satisfy your immediate and strartegic Objectives.
Regards,
Srinivasan
Chennai
From India, Hyderabad
Merits of Own BPO: 1) Stratergicaly Viable move as you can save lot more money if you have lean and mean BPO divison. For example, by deploying modern technology and efficient work force, basic support functions like HR, Finance will make it easier in terms of amount of task invovled.
2) Having your own BPO increased the Brand Value of your company in turn you might get more business because of it. As you grow organically by adding more employees and resocuses and if handled efficiently, you can develop a niche in the field. Examples : Standard Chartard, GE.
Demerits: 1) It might be costly and difficult to run a BPO in the short run if you don't have required resources in places. Moreover, it might prove a big distraction to a start up company as it might consume enormous amount of time and energy in managing it even if proper head is employed.
You can add lot of Points. I personally feel, if you are as a company has big long run ambitions then you can afford to have you BPO provided putting correct Systems and Processes in place.
So, you have to factor in multiple factors and then come up with a decision which should satisfy your immediate and strartegic Objectives.
Regards,
Srinivasan
Chennai
From India, Hyderabad
Hi Priya,
My opinion for the same is you should have vertical formed for BPO & Software Hierarchly reporting to a single person say a CEO as he will be the one who Knows the company norms. But it is always prefered that a expert person or a person with emmense knowledge of BPO handles the BPO vertical, as BPO & Software both have a different goal and Objective.
So my experience of BPO says you should always have a different identity to manage business. This can be quoted with simple example
TATA Group deals with many different feilds like Tata Motors, Tata Capital, TATA AIG, etc but the managing authority for all these companies are different
Tata Motors is handeled by Mr. Ravi Kant
Tata Capital is handeled by Mr. Praveen Kade
Tata AIG is handeled by Mr. Gaurav Garg.
All these MD's & CEO's report to Mr. Ratan Tata who is head of Tata Group.
This take cares of all the Rules and regulations of Tata Group and also helps in getting the business right.
Regards,
Sharad Shukla.
From India, Mumbai
My opinion for the same is you should have vertical formed for BPO & Software Hierarchly reporting to a single person say a CEO as he will be the one who Knows the company norms. But it is always prefered that a expert person or a person with emmense knowledge of BPO handles the BPO vertical, as BPO & Software both have a different goal and Objective.
So my experience of BPO says you should always have a different identity to manage business. This can be quoted with simple example
TATA Group deals with many different feilds like Tata Motors, Tata Capital, TATA AIG, etc but the managing authority for all these companies are different
Tata Motors is handeled by Mr. Ravi Kant
Tata Capital is handeled by Mr. Praveen Kade
Tata AIG is handeled by Mr. Gaurav Garg.
All these MD's & CEO's report to Mr. Ratan Tata who is head of Tata Group.
This take cares of all the Rules and regulations of Tata Group and also helps in getting the business right.
Regards,
Sharad Shukla.
From India, Mumbai
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