Process Flow

Transition

At Thomas and Alex financial management services, we first seek to define the ‘RBC’ or Results, Behaviors and Capability associated with the processes involved in an outsourcing engagement. This helps to clarify all client expectations and ensures that all stakeholders of the project are on the same page in terms of expectations. This avoids client dissatisfaction in later stages of the outsourcing engagement.

Illustration:

We have a transition template in place (Appendix C). Once the customer acquisition is completed by the sales team, the client is ready for transition. We have the sales person who closed the deal along with the operations team to sit through the conference call with the client for transitioning. All critical information needed for the execution of the project is gathered during transition phase.
The key elements of transitioning would involve the following:

• Develop detailed transition plans with milestones
• SLA expectations & metrics
• Define escalation matrix
• Set process goals and design RBC (Results, Behaviors, Capability)
• Setting quality metrics for client satisfaction

Process Design

Our process design uses the Business Process Design model (BPD)

Basically BPD’s follow one of the following approaches depending on the type of organization and the nature of the work flows.

• Resource flow approach
• Organizational structure approach
• Document/information flow approach

It gives the clarity on the processes involved in outsourcing and how it links to the business or to the organization as a whole.
The Northwest Bec-Corp process requirements, the proposed approach will be document/information flow approach.

Process Documents

At Thomasandalex, we document all processes being transitioned for a new client and new processes transitioned for existing clients. The idea of documentation is not to create voluminous libraries of information printed lying in the shelves for no one to use. The advantages of identifying, understanding and evaluating the business processes that are outsourced to determine their effectiveness in meeting the objectives has been achieved.

The advantages of the documentation are:

• Documentation reduces risk by illuminating risk areas.
• Good documentation eliminates miscommunication during transition itself.
• A good documentation helps in bringing clarity to the process and helps in process improvements
• Documentation helps during staff change in training and transitioning a new staff into the role
• Documentation sets standards.

Illustration

We have attached documentations for one of our outsourced projects for your reference (Appendix N).

Dashboards

To measure and monitor the progress of the various processes we have a dashboard mechanism in place. The results and behaviors and their measures are defined at the transition phase. These are tracked and measured on dashboards. The measures are also communicated to the client on a regular basis (weekly/fortnightly/monthly). This way there is high visibility on the project even though it is done remotely.

Illustration

We have attached a dashboard being used for one of our clients for your reference. (Appendix D)

Quality

At ThomasandAlex financial services, quality is non-negotiable. We have established a quality framework that has adopted the best practices, established methodologies and the commitment to achieve excellence in our service delivery. As a part of quality improvement initiatives we have implemented the weekly activity sheet monitoring, control points checking, second-level quality checks, random sampling of transactions, and collection of metrics. Apart from the above initiatives, we have been constantly working to improve our process capabilities and to continuously raise the bar for the quality levels for the work we do for our clients.

Client Reviews

There is a constant review with our client to ensure customer satisfaction. A weekly call by the client account manager with the client is made to track the progress of the outsourced work. The agenda of the call is typically as follows:

• Results, behaviors and associated measures
• Deadlines and TAT’s
• FTE weekly productivity
• Dashboards and trackers
• Process improvements
• Future process transition possibilities