quá trình bị ảnh hưởng bởi mất việc làm BPO quản lý và chuyển đổi quản lý mới thành lập kinh doanh liên tục và tiêu chuẩn hiệu suất mới Chúng ta bắt đầu bằng việc thảo luận các kế hoạch quản lý dự án bao quát, | 186 EXECUTING AN OUTSOURCING PROJECT scope while ensuring that employees have opportunities to select the training sessions or for managers to appoint them to training sessions from which they can truly benefit. No one enjoys sitting through a training session that relays information he or she has already well understood. Carefully developed two- to four-hour training modules help avoid training overkill while providing adequate coverage of the knowledge gaps. A common error that hampers BPO projects is a failure to train vendorside employees probably because of the erroneous assumption that the vendor is expert in the business process and therefore does not have a need for training. This is true in some cases especially those that involve an onshore outsourcing relationship but it is prudent to review training needs of the BPO Some types of vendor-side training that are being provided to accelerate the transition to the BPO operating phase include the following Cultural adaptation training to help buyer and vendor employees adapt to one another Language training including voice and accent modification training to reduce communication barriers Training on laws and customs of the BPO buyer Training on culture and lifestyles of the BPO buyer s customers13 Training on differing management and leadership styles of the BPO buyer In addition training should be designed to integrate the cultures of the BPO buyer and vendor. This may include some training offered at each location so that key employees are able to experience the culture and work habits of their BPO partner firm. In some cases BPO buyer and vendor employees work side-by-side for a period of time in a form of on-the-job training that facilitates cross-enterprise Merging two diverse organizations and their various infrastructures as discussed in this chapter is daunting. The BPO transition phase is the most difficult of the life cycle and the one where future operating patterns .
