Knowledge Infrastructure

Clearly, the data and information infrastructure is a vital part of any BPO relationship. Competitive businesses are data driven, and in many cases a large part of their overall value is derived from the industry and market data they have collected, stored, and analyzed. However, a companys knowledge infrastructure is even more important, because knowledge refers to the practical application of the analyzed data and information. The knowledge infrastructure of the BPO buyer involves several components, some of which are directly affected by the BPO relationship. Knowledge is defined as analyzed and applied information that helps the organization compete and grow. Data and information are generated by raw transactions; knowledge is generated by analysis and reflection on aggregated transactions.

Sources of Organizational Knowledge

Maintaining information integrity means that the information shared between buyer and vendor organizations does not get corrupted or reconfigured. Data corruption would result in inappropriate conclusions and errant actions as a result of analysis of altered and possibly false data. Data reconfiguration refers to the potential that raw data has been altered in some way that makes it unreadable and unable to be converted into usable knowledge. BPO buyer and vendor communicate with one another via the Internet.When entering into a new BPO relationship, both organizations should review their Internet security policies.TIPS &
TECHNIQUES

Developing an Internet security policy, BPO buyers should keep the following points in mind:

Limit access. Many security breaches come from within an organization; thus, the fewer people
with access to the inner workings of the system, the better.

Establish granting privileges. A rigorous procedure should be in place for granting and revoking rights of access, and granting privileges should be recorded and made available to both client and BPO partner.

Streamline hardware and software between the two organizations Complex systems are more
open to attack.

Develop a secure password policy. This should include not allowing users to choose simple or
obvious passwords.

Have backup and emergency procedures in place before going live. This should include data
backup, disaster recovery, responding to security breaches, and identifying those actions to be taken in the event of a breach.

Implement an external audit. Security policies should be audited by an external professional organization, which should also be on call if a major breach occurs.

Training and Support Infrastructure

Most of the problems employees will experience during a project will be unrelated to the hardware or software infrastructure associated with BPO.They will be more likely related to failures in understanding new workflows, work procedures, and work responsibilities. From the apocryphal user who cannot find the Any key (Press any key to continue) to the individual struggling to find data that, without warning, now appears under a new field name, there are always problems with human adaptation to new systems.When the buyer and vendor system architectures come together in a BPO project, there will be workflow and responsibility changes.To avoid some of the problems that arise from process-related changes, and to ensure a smooth transition to the new system, training should be provided to everyoneeven those who are adamant that they do not need to be trained. One hurdle that faces many BPO project managers The content of employee training offered during the BPO transition should include a

detailed and thorough review of new work procedures ,responsibilities, and expectations. In developing a BPO-related training and support regimen, organizations should also consider:

Developing a clear set of standard operating procedures (SOPs) Training programs that revolve around the SOPs Conducting multiple training sessions:
Train in a group setting. Train while working alongside employees during their
workday.

When answering questions, always refer back to the SOP. Final training should be completed after 60 days (refresher).

Not taking training lightly

Some types of vendor-side training that are being provided to accelerate the transition to the BPO operating phase include:

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 buyers
customers12

Training on differing management and leadership styles of the BPO buyer

Training should also be designed to integrate the cultures of the BPO buyer and vendor.This may include some training offered at each location to enable key employees 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