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FUNDAMENTALS OF BUSINESS PROCESSES OUTSOURCING 102

Junah Belle M. Rosales, MIS

Learning module designed for BS Info Tech Third Year students of the Aklan State University-College
of Industrial Technology for the Second Semester of Academic Year 2017-2018
The course provides an
introduction to fundamental
business process outsourcing
concepts via an understanding of
the techniques for using business
practices and methods to create
and improve business processes.
The foundational study of business
FUNDAMENTALS OF processes provide a basis by which
performance improvements are
BUSINESS PROCESSES
identified and implemented across
OUTSOURCING 102 business organizations. Business
process outsourcing is introduced
as a natural evolution of business
process management. The student
is exposed to a set of qualitative
and quantitative topics aimed to
enhance process-¬oriented
thinking, in order to develop the
knowledge and skills necessary to
appreciate and implement
by Junah Belle M. Rosales, MIS programs of process reengineering,
management, and excellence in
organizations

Credit: 3 units
3 hours Lecture per week

Pre-Requisite: SMFBPO1
DISCLAIMER

This document does not claim any originality and


cannot be used as a substitute for prescribed
textbooks. The information presented here is
merely a collection by the compiler for her
respective teaching assignments. Various
textbooks as well as freely available material from
internet were consulted for preparing this
document. The ownership of the information lies
with the respective authors or institution.
Republic of the Philippines
AKLAN STATE UNIVERSITY
College of Industrial Technology
TECHNOLOGY DEPARTMENT/INFORMATION & COMMUNICATIONS TECHNOLOGY
Kalibo, Aklan

CERTIFICATE OF REVIEW

The instructional material entitled “SMFBPO2 Fundamentals of Business


Processes Outsourcing 102” compiled by JUNAH BELLE M. ROSALES was
evaluated by the College of Industrial Technology – Technology
Department/Information & Communications Technology Instructional Material
Development Review and Evaluation Committee.

__________________________________________
Chair, CIT- Technology Department/Information &
Communications Technology Instructional Material Development
Review and Evaluation Committee

________________________________________
Member, CIT- Technology Department/Information &
Communications Technology Instructional Material Development
Review and Evaluation Committee

________________________________________
Member, CIT- Technology Department/Information &
Communications Technology Instructional Material Development
Review and Evaluation Committee
Republic of the Philippines
AKLAN STATE UNIVERSITY
College of Industrial Technology
TECHNOLOGY DEPARTMENT/INFORMATION & COMMUNICATIONS TECHNOLOGY
Kalibo, Aklan

November 6, 2017

CERTIFICATION

This is to certify that this instructional material entitled “SMFBPO2 - FUNDAMENTALS OF


BUSINESS PROCESSES OUTSOURCING 102” was prepared by JUNAH BELLE M. ROSALES. This
has been used in IT class this second semester, academic year 2017-2018.

This certification was issued to JUNAH BELLE M. ROSALES relative to her claim for authorship
of the instructional material which will be included in her documents for NBC 461.

_______________________________
Member, ICT IPR/IMDC

_______________________________
Member, ICT IPR/IMDC

______________________________
Chair, ICT IPR/IMDC

_______________________________
Department Chair, Technology Department/
Information & Communications Technology
Republic of the Philippines
AKLAN STATE UNIVERSITY
College of Industrial Technology
TECHNOLOGY DEPARTMENT/INFORMATION & COMMUNICATIONS TECHNOLOGY
Kalibo, Aklan

ACKNOWLEDGMENT

This is to acknowledge that we received the Learning module of SMFBPO2.


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For further reading:

Duening, Thomas N. et. al. (2005). Essentials of Business Process Outsourcing ISBN 0-
471-70987-5
Halvey, John K. et. al. Business Process Outsourcing- Process, Strategies, and Contracts
Second Edition. Copyright 2007 by John Wiley & Sons, Inc. SBN:978-0-470-04483-4
Freelancing in America: 2017 (September 2017). Edelman Intelligence.

Online References:
Andrew Kokes (2014). Sitel Global retrieved from Top 5 Reasons Companies
Outsource at https://www.sitel.com/wp-
content/uploads/2014/01/WHITEV0001TOP5.pdf on November 18, 2017

Blog article retrieved from Infinit-O website at http://www.blog.infinit-


o.com/quality-vs-quantity-in-the-bpo-industry/ on November 18, 2017

7 Facts and Forecasts: The BPO Industry in the Philippines by USource Team
(March 12, 20015) retrieved from USource website at
https://www.usource.me/7-facts-and-forecasts-the-bpo-industry-in-the-
philippines/ on November 18, 2017

Marty Pine (October 9, 2017). The Balance website on US Economy retrieved


from Learn Why Companies Outsource at https://www.thebalance.com/why-do-
companies-outsource-2553035 on November 18, 2017

Online file retrieved from Deloitte Consulting LLP at


https://www2.deloitte.com/content/dam/Deloitte/us/Documents/process-and-
operations/us-sdt-oascompendium-vol1-022515.pdf on November 18, 2017

Online file of Navarro Amper & Co. retrieved from Deloitte Southeast Asia at
https://www2.deloitte.com/content/dam/Deloitte/ph/Documents/about-
deloitte/ph-about-doing-business-in-the-philippines-jan2015-issue3.pdf on
November 18, 2017

Online presentation on Future Workforce Report: How Companies Embrace


Flexible Teams to Get Work Done retrieved from Upwork slideshare at
https://www.slideshare.net/upwork/future-workforce-report-how-companies-
embrace-flexible-teams-to-get-work-done on November 19, 2017

Report on the on-going process towards developing the Philippine Labor and
Employment Plan (ELP) 2017-2022 retrieved from
http://www.ilo.org/wcmsp5/groups/public/---asia/---ro-bangkok/---ilo-
manila/documents/genericdocument/wcms_523524.pdf on November 18, 2017
Preface

This lecture workbook is created by the author to introduce a


different perspective of Business Process Outsourcing (BPO) in
the future of work for the BS Information Technology students.
Also, to prepare them in building a career while enjoying their
time and manage their finances while working.

This course is designed not only to introduce BPO environment


but also the freelancing platform to train the students in the
different skills that most likely needed by the client. This will give
the students an opportunity to earn additional income if they
want to while continuing their bachelor’s degree.

The author also shares her journey in juggling the day job and
the online night job shift that changes her standard in terms of
quality output and her perspective of lifelong learning in the field
of information and communication technologies.
TABLE OF CONTENTS

1 Cover Page

2 Course Description

3 Disclaimer

4 Certificate of Review

5 Acknowledgment of Utilization

6 OBE Course Syllabus

16 Course Outcomes

15 Module 1

00 Module 2

00 Module 3

00 Module 4

00 Capstone Project

SMFBPO2 by J.B. Rosales 16


Course Outcomes

By the end of the course, the students will be


able to:

CO1
Conceptualize organizations as
compendiums of processes;

CO2
Analyze business operations as
processes and understand their value
contribution to business performance;
Improve process documentation,
CO3
modeling, and quantitative analysis
methods;

CO4
Understand basic process operation
management, process improvement
methodologies, and core concepts of
process quality;

CO5
Recognize interdependencies of
business processes across organizational
boundaries; and
CO6 Identify the role and value-add
information technology to business
process efficiency management.

SMFBPO2 by J.B. Rosales 17


Module 1

CO1 Lecture 1: Organization as compendiums of


processes
This lecture will have the following structure:

Typical Organizational Process

Negotiating Process in the context of


(Business Process Outsourcing) BPO

SMFBPO2 by J.B. Rosales 18


Module 1

CO1 Lecture 1: Organization as compendiums of


processes
Learning objective of topics

After completing this lecture, you will

1 2
Distinguished the Conducted study
typical on the BPO
organizational opportunities as
process from a service
negotiating provider through
process in the freelancing
context of BPO platforms

Student benefit Student benefit


from topic 1 from topic 2
Become aware of the Formulate study on the
differences between BPO opportunities as a
typical organizational service provider through
process and negotiating freelancing platforms and
process in the context of how it works for them.
BPO as a service
provider.

SMFBPO2 by J.B. Rosales 19


Module 1

CO1 Lecture 1: Organization as compendiums of


processes
Topic 1
Typical Organizational Process

This topic will help you familiarize the typical organizational process
observed in the government and even in private sectors. The resource
content below retrieved from the lecture hand-outs of Dr. Vinayshil
Gautam from London, a Founder Director IIM K and a Leader Consulting
Team IIM S.

Perspective

The processes within an organization can be classified using


various criteria as they vary from:
• Decision making;
• Planning;
• Organization Design and Structuring;
• Staffing;
• Directing, Motivating and Communicating; and
• Controlling.

All of which are totally different but equally significant as a


process within an organization.

Organizational Design
Organization design involves the creation of roles, processes, and
formal reporting relationships in an organization.
It can also be defined as: Developments in or changes to the
structure of organizations

SMFBPO2 by J.B. Rosales 20


Module 1

One can distinguish between two phases in an organization


CO1 design process:
• Strategic grouping, which establishes the overall
structure of the organization (its main sub-units and
their relationships); and
• Operational design, which defines the more detailed
roles and processes.

A framework for Organization design:


Aligning Structures

Environment

People Strategy
Organizational
Design aligns
structures with
situational
contingencies

Size Technology

There are four factors that impact on the design of an


organization. Since the structure is designed to achieve
objectives, and because these objectives flow from the overall
strategy, it makes sense that structure and strategy are closely
linked. If a company has developed a strategy to compete more
aggressively on a world market, then it will need to be more
flexible to respond to various external factors.

SMFBPO2 by J.B. Rosales 21


Module 1

The larger an organization is, the more bureaucratic it tends to


CO1 become. There is more division of labor, rules and regulations.
Generally speaking, the more routine the technology is within
the productive capacity of the firm, the more standard and
simple is the structure.
The last element to consider is the degree of environmental
uncertainty facing the organization. Simply put, the more
uncertain the environment, the more flexible and adaptable the
structure needs to be to respond effectively.
We’ll now look at a number of specific organizational designs
that incorporate the various elements we have been discussing.

What is a workflow system?

Bridge between “real world” and “virtual world”


Real world - contains the organization’s structure, physical goods,
employees, and other organizations
The virtual world contains the organization’s computerized
infrastructure, including its applications and databases.
Workflow - The computerized facilitation or automation of a
business process, in whole or part.
Workflow Management System - A system that completely
defines, manages and executes “workflows” through the
execution of software whose order of execution is driven by
computer representation of the workflow logic.
Workflow models represent the organization’s design in a visible
way.
The workflow runtime interprets the workflow design.
The combination of model visibility and organizational execution
tied to the model facilitates both a top-down and a bottom-up
evolution of the organization’s computerized infrastructure.

SMFBPO2 by J.B. Rosales 22


Module 1

Workflow models tie the data flow, organizational charts, and


CO1 flowcharts together.
Workflow models are also defined across organizational
boundaries to facilitate trading between organizations.

Nature of Organizations

Rational - Collective oriented to pursuit of relatively specific goals


and exhibiting relatively highly formalized social structures (e.g.,
a business).
Natural - Collective whose participants share a common interest
in the survival of the system and who engage in collective
activities, informally structured, to service this end (e.g., a
religion or charity).
Open - Coalition of shifting interest groups that develops goals by
negotiation; the structure of the coalition, its activities, and its
outcomes are strongly influenced by environmental factors (e.g.,
a standards organization).

Continuum of Workflow Systems

Messages are the means of communication between the


organizational employees, and between the organization and its
customers and suppliers.
Work items coordinate the receipt of the message with the
organizational employee who carries out the work specified by
the message.
Business rules automate the decision process used in assigning
and executing a work item.
Flowcharts specify the organizational plan for how work flows
through an organization.

SMFBPO2 by J.B. Rosales 23


Module 1

CO1 Work Flow Analysis

Managers perform work flow analysis in order to examine how


work creates or adds value to the ongoing processes in a
business.
Work flow analysis looks at how work moves from the customer
(the demand source) through the organization to the point at
which the work leaves the organization as a product or service
for the customer (to meet the demand).
Work flow analysis often reveals that some steps or jobs can be
combined, simplified, or even eliminated.
In other cases, it results in the reorganization of work so that
teams rather than individual workers are the source of value
creation.

Work Flow Analysis: Business Process Reengineering

Business Process Reengineering (BPR) is different from


restructuring in that its focus is not just on eliminating layers of
management, but rather a fundamental rethinking and radical
redesign of business processes to achieve dramatic
improvements in costs, quality, service, and speed.
Uses work flow analysis to identify a company’s core processes
involved in producing its product or delivering its service to the
customer.
Then the company organizing its human resources around those
core processes to improve organizational performance.
Through this analysis, jobs are identified that can be eliminated
or recombined to improve company performance.

SMFBPO2 by J.B. Rosales 24


Module 1

CO1 Business process reengineering

Steps in reengineering core processes:


• Identify core processes.
• Map core processes in respect to workflows.
• Evaluate all tasks for core processes.
• Search for ways to eliminate unnecessary tasks or work.
• Search for ways to eliminate delays, errors, and
misunderstandings.
• Search for efficiencies in how work is shared and
transferred among people and departments.

Work Flow Analysis: Business Process Reengineering

Proponents- Allows for reinventing a company by making it ‘lean


and mean’
Critics- Hammer of ‘Champy and Hammer’ actually says "don't
automate; obliterate." To many critics, reengineering’s greatest
weakness is its lack of a human side, or its depersonalization.

Work Items

A work item specifies a task that needs to be carried out by an


organizational worker.
• The worker is identified by his or her role
• Work item is identified by a message
• The role is identified by a queue
• The system initiates the work item and usually waits until
its completion.
• A workflow system’s task is to coordinate with all the
outstanding work items

SMFBPO2 by J.B. Rosales 25


Module 1

CO1 Tasks

Synchronizing - Multiple work items are usually modeled as a


parallel split and a parallel join
Timeouts - Workflow instances can wait forever for the
completion of a work item
Managing workflow instance memory - A workflow system is
simultaneously processing a large number of workflow instances

Work Flow Diagrams

Model Internal and external entities and flow of data (typically in


documents) between them. It is a simple technique for
identifying the overall system, the major entities in the system
Workflows are allowed between internal entities and between
internal and external entities.
All workflows must be labeled. Many workflows are documents,
in either soft or paper forms.
No workflows are allowed between external entities.

Case Study #1

Delta Products Corporation is a major vendor of office supplies,


furniture and equipment. Delta’s sales representatives call on
customers to take orders. The sales rep write up the orders and
turn them in to a sales order processing (SOP) clerk at the
regional center. If the order items are in stock, the SOP clerk
prepares a picking slip and packing list for each order. If any of
the ordered items are out of stock, the SOP clerk completes an
out of stock Notice forms, which notes the number of customer
requiring the items and forwards it to Purchasing. A Purchasing
clerk then completes a purchase order, which is mailed to a
supplier.

SMFBPO2 by J.B. Rosales 26


Module 1

CO1 Case Study #1 continuation

The SOP clerk notes back-ordered items on the customer’s order


and forwards a copy of annotated customer order to Accounts
receivable, where a A/R clerk prepares an invoice and sends it to
the customer. The SOP clerk also forwards a picking slip and
packing list to the warehouse, where stock price pickers fill the
order, placing ordered items into boxes along with the packing
list. The boxed items and packing list are held for delivery, usually
via UPS.

Learning Assessment

Draw a diagram presenting the Delta Products WFD business


process .

SMFBPO2 by J.B. Rosales 27


Module 1

CO1 Topic 2
Negotiating Process in the context of BPO
The business process outsourcing (BPO) contract provides the
framework pursuant to which the outsourcing vendor assumes
responsibility for, and manages on an ongoing basis, all or part of a
customer’s business processes, including the applicable scope,
performance requirements, and compensation schedules. As discussed
in earlier chapters, business processes that are frequently targeted for
outsourcing include human resources (HR), finance and accounting
(F&A), procurement, logistics, data management, claims management,
customer care or call centers, and asset management.

Negotiation Process

A “request for information” generally solicits information from as


supplier concerning operating capabilities, scope of services,
financial condition and other issues that affect the selection of a
potential service provider. The RFI does not generally request
pricing information.
A “request for proposals” may include a request for information.
But an RFP generally requests a proposed price for a defined
scope of work within defined performance parameters. An RFP is
an invitation to bid.

Vendor Selection

Selection of vendors may start with a list of likely suspects willing


to respond to an RFP. The suspects might already have a business
relationship that might be expanded. For BPO, it is likely that the
parties do not have a prior business relationship. After doing
some due diligence, the enterprise customer selects several
vendors — typically four or five — to receive RFP’s.
Before submission of the bids, the bidders might be given an
opportunity to submit questions for clarification of any confusing
or missing information in the RFP.

SMFBPO2 by J.B. Rosales 28


Module 1

CO1 Vendor Selection continuation

After receiving service provider responses to the RFP’s, the


enterprise customer evaluates the responses in accordance with
scores that relate to a pre-determined grid of selection criteria.

Negotiations

At this time, the enterprise customer might “down-select” the


bidders to two finalists. After discussions relating to their
responses as further review of the scoring methodology, the
enterprise customer may either start negotiations with one
finalist or both finalists. Negotiations may be conducted by
telephone, videoconference or face-to-face meetings. At some
point, the winner receives a contract.

Issues in Soliciting RFP’s

Enterprise customers may need to fine-tune this generic process


to their particular styles and needs. Keeping in mind that bidding
and evaluation of bids is an expensive process for all parties,
enterprise customers should adopt a streamlined process for
minimizing its own costs as well as an ethical policy on managing
the costs of the bidding process for all parties.

Content retrieved from Outcourcing-Law.com website at http://www.outsourcing-


law.com/rfp-negotiation-process/ on November 28, 2017.

Learn Contract Negotiation Strategies

This is an excerpt from the online article written by James Bucki


updated July 10, 2017. According to him a successful contract
negotiation means that both sides look for positives that benefit
both parties in every area while achieving a fair and equitable
deal.

SMFBPO2 by J.B. Rosales 29


Module 1

CO1 Learn Contract Negotiation Strategies (cont.)

A signed contract that benefits both parties will provide a firm


foundation to build a long lasting relationship with your vendor.

Objectives of Contract Negotiations


The following contract negotiation objectives can be use to
evaluate the contract on each of the following items:

• Explain clearly all essential prerequisites, terms and


conditions
• Goods or services to be provided are unquestionably
defined
• Compensation is clearly stated: Total cost, payment
schedule, financing terms
• Acknowledgement of: Effective dates,
completion/termination dates, renewal dates
• Identify and address potential risks and liabilities
• Define and set reasonable expectations for this relationship
currently and into the future

Lecture 2: Philippine BPO sectors

Topic 1
Offshoring and employment in the developing world:
Business process outsourcing in the Philippines

Read the article from http://bit.ly/CO1-OR2 with the title 7 Facts and
Forecasts: The BPO Industry in the Philippines by USource Team on
March 12, 2015.

SMFBPO2 by J.B. Rosales 30


Module 1

The Philippines’ Business Process Outsourcing (BPO) industry has


CO1
‘edged out India’* as the call center leader of the world. BPO is now the
biggest contributor to the Philippines’ gross domestic product. We give
you fast facts and numbers about it here.

1. In the world’s offshoring


destinations, the Philippines is
second only to India’s
pioneering BPO industry. But
in the voice or call center sub-
sector, we have already
surpassed India as global
leader since 2010.

2. 2014’s $18.4 billion revenue


was at 18.7-percent growth
compared to 2013.

3. Industry experts predict the


industry revenue to reach $25
billion by 2016, and $55 billion
by 2020. The IT and Business
Process Association of the
Philippines (IBPAP) has a more
modest projection of $21.3
billion revenue for 2016.

4. Over a million are already


employed in the BPO industry,
and 1.18 million more jobs are
expected to be generated by
next year.

SMFBPO2 by J.B. Rosales 31


Module 1

5. BPO revenue is almost equal to the revenue from remittances


CO1
coming from overseas Filipino workers.The local BPO industry is now
the biggest contributor to the Philippines’ gross domestic product. The
Philippine Stock Exchange and the Bangko Sentral ng Pilipinas (BSP)
“have stated on record that outsourcing will soon overtake the value of
remittances from overseas Filipino workers (OFWs) currently estimated
at 10% of annual GDP.”

6. The Philippines has become the top destination for IT-BPO firms,
and remains that way.
Several factors for the country’s success in BPO are:
• scalable, educated talent pool
• cost competitiveness
• excellent infrastructure
• a proven track record
• adequate government support for the industry

In 2002, the then Department of Trade and Industry Secretary Mar


Roxas lobbied in congress to revise Republic Act 7916. Buildings or
floors in buildings could register as an ecozone. The budding BPO
industries were exempt from paying national and local taxes, and only
had to contribute 5% of their gross income as tax.

Telstra Chief Executive Officer David Thodey was in the country in April
2015, to inaugurate the company’s 14th contact center facility in the
Philippines. He was quoted: “When we first came here, we were
attracted by the country’s desire to build the BPO market, the great
personality and character of the Filipino people, the culture, and
willingness to work. We’ve seen a real change in the last three years.
We’re now getting real thought leadership from the teams here in
terms of best practices.”

SMFBPO2 by J.B. Rosales 32


Module 1

7. 77% of the Philippines’ BPO export is for US-based companies. The


CO1
remaining 23% is shared largely by Asia-Pacific.
The IBPAP aims to craft a new road map for the industry beyond 2016,
setting new goals and strategies to secure the leadership of the
Philippine IT-BPO industry in the global offshoring space. According to
IBPAP Chair Danilo Reyes, the new road map covers 2016 through
2022.

According to BSP Deputy Governor Diwa Guinigundo, BPOs tend to


grow regardless of economic conditions. In an interview with the
Contact Center Association of the Philippines (CCAP), he noted the
following:
• if times are good, offshore companies need to outsource non-
core services to remain competitive
• when their economies are not doing well, they have to resort to
outsourcing because of the need to cut on costs.

The BPO industry is also locally dubbed “the sunshine industry”, and
for good reason.

Now the age of the digital economy has arrived, and more and more
skilled freelancers and virtual assistants are contributing to the
outsourcing industry.

Topic 2
The state of freelancing in the PH
Read the article from http://bit.ly/CO1-OR1 by Ezra Ferraz on June 27,
2015. For Upwork, the Philippines is the third highest-earning country
in the world when it comes to freelancing more and more Filipinos are
trying their hand at freelancing online. The online jobs platform
Upwork (formerly Elance-oDesk) already has more than 1.4 million
registered Filipino users alone.

SMFBPO2 by J.B. Rosales 33


Module 1

CO1 Freelancing trends in the Philippines

Ryan Johnson, the categories director of Upwork, said there is no


“average” Filipino freelancer on the platform. Yet while they may
all come from different backgrounds, they are united in the
various reasons they find it appealing.
“Freelancing on Upwork provides Filipinos with access to more
work, the ability to avoid a long commute by working from home,
freedom to choose who they work with, where they work from
and what hours they work, the opportunity to earn great
incomes in foreign currencies, such as the US dollar, and the
ability to spend more time with family,” Johnson said.
Johnson said some Filipino users begin with Upwork only part-
time, but eventually transition into full-time freelancing.
According to Johnson, the freelancing industry as a whole is
flourishing. For Upwork, the Philippines is the third highest
earning region in the world.
Johnson said that the top categories based on freelance earnings
in the Philippines are administrative support, sales and
marketing, and customer service.

The BPO industry shake-up

There’s good news in particular for those from the Philippine BPO
industry. The fastest growing position on Upwork was customer
service representative, with earnings in its category growing by
more than 90% last year. Despite this growth, experienced BPO
call center representatives are still in high demand across all
areas of expertise, including live chat support, technical support,
email support, and call handling.
Johnson believed that the Philippine BPO industry is due for a
shake-up.

SMFBPO2 by J.B. Rosales 34


Module 1

“We’re living in a connected era that is making it possible to work


CO1 together via the Internet – that is the true driver disrupting the local
call center industry,” he said. “More and more people globally are
choosing to work online because it offers them freedom and flexibility
that they wouldn’t otherwise have.”
SHAKE-UP. “More
and more people Johnson and the Upwork team have embarked on a local campaign to
globally are raise awareness among Filipino call center agents that their platform
choosing to work represents a viable career option for them. In particular, they have
online because it been promoting their new Pro Customer Service program. Johnson said
offers them that it’s designed to help qualified customer service professionals
freedom and achieve success on Upwork by providing them with exclusive benefits,
flexibility that they such as access to premium jobs.
wouldn’t
otherwise have,” Johnson claimed that the change in the call center industry is only
Upwork's Ryan representative of the broader digital migration happening globally.
Johnson says
“There is a digital transformation taking place globally that is impacting
nearly every industry – customer service is a prime example of some of
the shifts taking place in work, and online work is becoming the way of
the future,” he said.

“A common mistake that newbies make is they create a profile that presents them
as a generalist, and as a result it is hard for them to find work,” Johnson shared.

Assignment #1

Conduct a study on the BPO opportunities as a service provider


through freelancing platforms. Read the following online articles:
• https://www.upwork.com/i/how-it-works/freelancer/
• https://www.freelancer.ph/info/how-it-works
• https://www.onlinejobs.ph/how/jobseeker
• https://www.toptal.com/faq

Create a comparison of the above freelance platforms. Which


among the given platforms is best for you to start a freelance
career? What are the opportunities that attract you most?

SMFBPO2 by J.B. Rosales 35

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