How to Manage Change When Working on Process Optimization and Transformation

Process Optimization and Transformation may require a significant change in the organization. This change may be faced with challenges that may affect the organizations ability to perform. Every organization must therefore be aware of these changes, so that they can be ready to tackle them.

Change is often met with resistance. The level of resistance is usually proportional to the level of clarity of what the transition implies for them. When employees are clear about the implications of the change, it is easier to implement and they find it easier to adapt to it. To make change work communication must be a priority.

The first thing to do would be to communicate the changes to the managers especially those that will drive the change. If the organization is planning to seek mortgage outsourcing the managers in the mortgage line of business should be able to communicate to employees the implications of that decision on staffing and day to day working of the business.

Sometimes lack of clarity and resistance by employees is as a result of poor execution of the changes to be made by the management. It is important that the change is not implemented in isolation. If the organization implements customer care outsourcing, for example, the employees working with the customer service reps must review how they coordinate and communicate to ensure the organization continues working smoothly through the transition.

Another important thing that needs to be done is to come up with a framework that determines the success of transformation and how to overcome challenges as they come.

Key Things That Will Make Service Level Agreements Work For You

As outsourcing became more important for organizations over the last couple of years, Service Level Agreements (SLAs) evolved from being a simple document determining the service provider’s performance to a more complicated document. Nowadays, organizations use the SLA to measure both the outsourcers as well as the organization performance in relation to the service provided.

As an organization is about to enlist a service provider for financial services outsourcing, for example, they must recognize the difference between the organizations performance and the performance of the service provider.

The provider may encourage you to use your organizations previous performance as a guide of their performance in the SLA, but this is not a good idea. When an organization opts for payment services outsourcing, for example, often they are looking for faster and more efficient processing of payments than what they currently have. A service provider that does not exceed your organizations previous performance (as far as payment services are concerned) is therefore not what you should be looking for.

Another important thing you need to establish is legal implications of your contract in case of failure on the part of the service provider. Even though organizations are aware of this they forget to look a little deeper into the detail. You need to establish and define what failure is. You need to know if the organization is outsourcing ‘excess work’ to offshore operations companies in India and what that implies.

To avoid failure you need to know your organization from the onset. Check the organizations performance and experience in the same field and determine if they are capable of meeting and exceeding your organization’s performance.