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					       Professional English Proficiency Program


                   Program Proposal




                     Submitted to:

             Asian Institute of Journalism



                    Submitted by:

          Maria Amherstia Magbojos Ojerio
AE Talent Acquisition, Development and Placement, Inc.




                  February 16, 2011
Table of Contents
Executive Summary ........................................................................................................................3
Definition of Terms ..........................................................................................................................5
Opportunities....................................................................................................................................6
Proposed Service Offerings .............................................................................................................9
   Selection, Training and Placement ................................................................................... 9
   Culture and Communications Training Outsourcing ..................................................... 10
   Educational Alignment Initiative ................................................................................... 10
Marketing ....................................................................................................................................... 11
   Marketing Environment ................................................................................................. 11
   Marketing Strategy ......................................................................................................... 12
   Positioning...................................................................................................................... 12
Operations ......................................................................................................................................13
   Roles ............................................................................................................................... 13
   Recruitment .................................................................................................................... 13
   Training .......................................................................................................................... 14
Organization and Management .....................................................................................................15
   Staffing Requirements ................................................................................................... 15
   Human Resource ............................................................................................................ 16
Control ...........................................................................................................................................17
Works Cited....................................................................................................................................18
List of Appendices ........................................................................................................................19
Appendix A: Management Profile .................................................................................................20
   Project Leader ............................................................................................................... 20
   Implementations Manager .............................................................................................. 20
   Training Manager ........................................................................................................... 21
   Recruitment Manager ..................................................................................................... 22
   Placement Manager ........................................................................................................ 23
   Business Development Manager .................................................................................... 23




Professional English Proficiency Program                                                                                       Page 2 of 24 pages
                                      EXECUTIVE SUMMARY


Global economic trends and local social and political developments point to an opportunity for
the Philippine business process outsourcing industry and the contact center industry to compete
globally. The BPO market is forecast to grow to USD 270 billion by 2016, with the Philippines
targeting 10 percent or around USD 25 billion in annual revenues. For the call center industry,
this translates to about 70,000 job opportunities.

 The only issue is the dwindling supply of qualified personnel as the gap between the academe
and the opportunity has not yet been addressed. Only 3-6 applicants are accepted for every 100.
To make things worse, the contact center industry attrition rate still runs at 59 percent.

This situation affects the contact center value chain. A threat in the labor source makes sourcing
more difficult and costly. Further, while a few may be accepted, they still have to be trained in
the culture and communication style of the contact center’s clients (most of which are based in
the United States, Canada and the United Kingdom). Clients, who require this training prior to
product-specific training, however, do not pay for this training.

This reality presents a significant cost to the contact centers and threatens the labor-intensive
contact center industry. An effective solution which is also a very viable business opportunity is
proposed: Professional English Proficiency Program (PEPP).

PEPP is a three-component program: 1) Selection, Training and Placement; 2) Communications
and Culture Training Outsourcing; and 3) Educational Alignment Initiative. They are described
below.

Selection, Training and Placement will partner with colleges and universities to recruit interested
students for possible contact center positions. If they have the qualifications for a contact center
position, they will be sent to train for four weeks in culture and communications. Once they pass,
they will be placed with partner contact centers. This in effect will replace in-house recruitment
process of the contact centers.

Communications and Culture Training Outsourcing is exactly that: Contact centers will
outsource their CCT to the Program, at a lower cost. With the economy of scale offered by the
Program, contact centers can be assured of an industry-approved curriculum which can be
customized for their specific situation at a cost-effective price.

Educational Alignment Initiative is a strategic action program that will address the root of the
sourcing problem – education-industry gap. This program will train college-level English and
communication teachers on more effective teaching and learning methodologies. This will make
the graduates more prepared in any situation requiring business communication skills.

With these three, PEPP will:


Professional English Proficiency Program                                             Page 3 of 24 pages
        Improve and strengthen the share of the country in the global BPO market
        Minimize and resolve the threat in the dwindling supply of competent workforce for the
         BPO and contact center industry
        Help contact centers cut the cost on selection and recruitment
        Help contact centers minimize cost of culture and communications training (CCT)
        Guide individuals to a rewarding contact center career.

The selection, training and placement business within the contact center industry is worth more
than PHP 3 billion annually. With proper marketing and strategic approach to business, the
Program can help Philippine competitiveness while making a significant profit along the way. It
goes without saying that while this program can address a significant portion of the local threats
to the BPO and contact center industry, the program can expand its business from the profits to
assist other industries that may need similar communication training and placement services.

The program's key management people are recognized by their own organizations for their talent,
passion, outcome-driven attitude and social responsibility. Their initiative in proposing the
program shows their proactive attitude which will translate to more than satisfying results for the
sponsor and all the stakeholders of the program.

PEPP sees a viable and profitable proposal which will help the local BPO industry (contributing
to national development), the clients (cost-effective training and sourcing) and the individual (a
rewarding career).




Professional English Proficiency Program                                             Page 4 of 24 pages
                                      DEFINITION OF TERMS


For this proposal, the following terms will be used as follows:

Agent – refers to the position in a contact center in which the employee makes or receives
               communication (via phone or other methods of telecommunication) to transact
               business.

Business Process Outsourcing (or simply, outsourcing) – refers to the contracting of service by a
              company (client) to another company (outsourcing company).

Client – refers to the organization which contracted the service of an outsourcing company for a
                fee. Inside a BPO, which can have many clients, it is referred to as an account or a
                project.

Communications and Culture Training (or CCT) – refers to training provided by most contact
            centers to their agents to educate them on cultural differences, effective
            communication techniques and customer service skills. This may also be called
            Foundation Skills Training.

Offshoring – refers to the transfer of business processes to resources outside the country of the
               company’s headquarters.

Process Training – refers to the training provided by the contact center to its agents, specific to
              the processes of the client to which the the agent will be assigned.

Service Level Agreement (or SLA) – refers to the specific criteria of quantity and quality of
              service to be rendered by an outsourcing company, such as a contact center, to its
              client.

Sourcing – refers to the proactive identification, selection and recruitment of personnel.




Professional English Proficiency Program                                               Page 5 of 24 pages
                                           OPPORTUNITIES


Observing opportunities and threats in the business process outsourcing (BPO) industry in
general and the contact center industry in particular, a program has been proposed to:

        Improve and strengthen the share of the country in the global BPO market
        Minimize and resolve the threat in the dwindling supply of competent workforce for the
         BPO and contact center industry
        Help contact centers cut the cost on selection and recruitment
        Help contact centers minimize cost of culture and communications training (CCT)

The Philippine contact center and BPO industry sees a positive outlook in its performance as it
competes worldwide. At the end of 2009 - with just over a decade of existence - the Philippine
call center industry boasts USD 5 billion in revenues and an industry-wide capacity of 275,000
seats. The Philippine BPO industry has increased in revenue to USD 9 billion, with industry
hopes of capturing a larger share of the global BPO market (―Philippines' IT-BPO industry
bullish on 2011 growth prospects,‖ 2010).

The IT-BPO industry hopes to capture 10 percent of the global BPO market which is forecast to
reach USD 270 billion by 2016, translating to USD 25 billion in annual revenues. If this can be
achieved, the BPO industry can contribute 12.5% of the gross domestic product (GDP) and
employ 1.3 million knowledge workers by 2016 (Hamlin, M.A. "IT-BPO Road Map 2011-2016:
Driving to Global Leadership," 2011.)

The government is very helpful in these forecasts. Department of Trade and Industry (DTI)
Secretary Gregory Domingo and the Department of Economic Research of the Bangko Sentral
ng Pilipinas (BSP) both report above 20-percent increase in revenues for the BPO in 2011, and
from that information forecast 30 percent increase by 2011. Secretary Domingo further see
around 85,000 to 100,000 call center jobs available (Berkley, ―More Call Center Jobs for
Filipinos in 2011,‖ 2011).

This growth is not an accident. Multinational firms see the Philippines as the second top
destination for their offshoring and outsourcing requirements, particularly the contact center.
This is due to the well-known strengths of the Filipino workforce: a well-educated and English-
speaking labor force, cultural affinity with American and Western culture, sufficient
informational technology infrastructure, and the Filipino attitude that is well-suited to providing
customer service (PriceWaterhouseCoopers, Contact Centers: Forerunners of resiliency, 2009)

This Sunshine Industry is threatened, however, by various manpower supply issues. For its
recruitment process, according to Contact Centers: Forerunners of Resiliency, a
PriceWaterhouseCoopers study in 2009, only 7.9 percent of applicants pass initial screening. In
2010, the Business Processing Association of the Philippines (BPAP) observed that only 3 to 6
percent of applicants get their dream contact center job (―Only 6% of applicants get jobs in call


Professional English Proficiency Program                                             Page 6 of 24 pages
centers: BPAP,” www.abs-cbnnews.com, 2010).

The problem does not end here for contact center recruitment managers. When contact centers
finally get the people they need, they have to watch out for attrition. In the same study by
PriceWaterhouseCoopers, attrition rate is reported to be between 5 to 90 percent, with industry
average of 59 percent (2009).

Effective recruitment (or, in BPO language, sourcing) determines contact center profitability and
industry competitiveness. Contact centers get their clients by offering specific quantity and
quality of service for a price, called service level agreement, or SLA. Contact centers retain or
lose their clients depending on their ability to achieve the SLA. For labor-intensive industries –
such as the contact center – sourcing is a critical inbound logistics phase in the contact center
value chain. A contact center’s sourcing strategy will dictate its ability to reach its SLA. A
threatened sourcing function is a threatened industry.

There are a number of factors affecting sourcing as viewed by contact centers. Academic
preparation of the workforce, sourcing cost, and job skills training cost are among the top
concerns. Each affects the ability of the industry to compete globally.

Industry leaders recognize the gap between job requirements and educational framework, and
this affects their sourcing efforts. Business Processing Association of the Philippines (BPAP), the
umbrella industry association of all BPO companies, identified communication skills as a
requirement for entry level contact center positions, while observing that the educational sector –
both the secondary and the higher educational organizations – does not adequately equip their
graduates with those competencies.

This education-industry gap costs contact centers for recruitment. On the average, placement of
an agent costs Php13,000. Essentially, it is saying that contact centers already spend so much for
every agent who has not worked yet for the company.

As an additional concern among contact centers, almost all of them train new-hires out of their
own pockets. While their client organizations – those that outsource to contact centers – require
them to conduct culture and communications training (CCT) – preparation for the agents prior to
client or product-specific training – they would not pay for CCT.

CCT (sometimes called Foundation Skills Training) is not cheap. CCT costs on the average Php
30,000 per individual, and individuals who go through CCT have no guarantee of passing. Thus,
CCT is a cost that contact centers would rather want to minimize.

The workforce situation can be summarized as 1) a pool that is diminishing fast due to non-
alignment of academic preparation and job skill competencies; 2) high sourcing cost; and, 3)
high CCT cost.

Considering this situation, a program that would address this is Professional English Proficiency
Program (PEPP).



Professional English Proficiency Program                                            Page 7 of 24 pages
PEPP aims to address the situation through a two-pronged approach: Assist educational
organizations in giving more effective methodologies in English communication courses and
provide a low-cost training and placement service to contact centers.




Professional English Proficiency Program                                       Page 8 of 24 pages
                           PROPOSED SERVICE OFFERINGS


Professional English Proficiency Program (PEPP) has three components, to be implemented in
phases:

    1. Selection, Training and Placement
    2. CCT Outsourcing
    3. Educational Alignment Initiative

Selection, Training and Placement
The first component to be implemented is Selection, Training and Placement (STP), and this will
set the tone for the success of the other components to be implemented in the following phase.
As such, while the other components will be presented conceptually, STP will be discussed in
detail in this proposal.

The concept of STP is to recruit college students who are interested in a contact center job and
train them with the skills required in a contact center position. STP aims to help students aspiring
to get into a contact center get job they aspire and help contact centers find ready manpower. The
key success indicator here is the number of trainees passing the recruitment process of contact
centers.

STP starts with recruitment officers selecting third year or fourth year students who are interested
in joining the contact center industry. Ideally, the school will provide a list of recommended
students, based on criteria to be set by the Recruitment Team. The Recruitment Team, however,
will still communicate with the rest of the student body the opportunity. Recruitment officers will
evaluate the students’ interest, communication skills and job-fit. Those who pass will be
recommended to undergo training and will be schedule for the next batch of trainees.

Training will involve the students undergoing communications and culture training (CCT), using
the industry-approved curriculum and using interactive, learner-centered methodologies.
Trainees will be assessed every week to provide feedback on which areas of the course they need
to work on as well as to develop further their strengths.

A summative evaluation concludes the training, in which the trainees will be assessed for overall
competency. Successful applicants will be placed for recruitment process of partner call centers.

At the end of each batch of students, the team will give a report of the results of the students’
performance to the school administration to give them feedback on their students’ skills and
capabilities. The report may be used by the school administrators to review the effectiveness of
their teaching methodologies to application in job environments. This step is taken as an
opportunity to offer Educational Alignment Initiative program in the future as low recruitment or
low placement rating indicates their students are not at par with the industry’s level of
competency.

Professional English Proficiency Program                                             Page 9 of 24 pages
Culture and Communications Training Outsourcing
Culture and Communications Training (CCT) can be outsourced to dedicated training agencies.
The logic of outsourcing back office and contact center functions can easily be applied to CCT
training. CCT training can be handled by PEPP. Since PEPP will have more established resources
and has the benefit of economies of scale, the same quality (or even better) can be delivered at a
lower cost.

CCT offered by PEPP will follow the industry-recognized and compliant course, but the content
may be customized according to the specific requirements of the clients.

Educational Alignment Initiative
Educational Alignment Initiative aims to align the teaching methodologies of secondary and
collegiate English and communication courses so that the students of any course will have basic
competency in communicating effectively in a business environment. This will address the threat
of dwindling labor resources due to non-alignment of educational strategies and to job
competencies and improvement of teaching methodologies.

As a program, this will be implemented through Train-the-Trainer/Teacher (T3) sessions, in
which seasoned contact center language and communication trainers will help college English
and communication teachers teach in a more interactive, learner-centered manner. PEPP will
certify teachers who have demonstrated the knowledge, skills and attitudes of effective language
and communication learning facilitation.

With the certified teachers, the industry (not just BPO, but all businesses, in general) can expect
more graduates or students who have effective English communication skills in the future.




Professional English Proficiency Program                                             Page 10 of 24 pages
                                           MARKETING



Marketing Environment
The Call Center Association of the Philippines (CCAP) set its industry target of 10 percent share
in the global market for the year, with an estimated labor size requirement of 70,000.
Considering that recruitment costs on the average Php13,000 for contact center agent positions,
and CCT costs on the average Php30,000, the market is estimated to be around Php3 billion.

This number, while an estimate, indicates that opportunity of growth is big. The number does not
include opportunities for agents who will have to undergo CCT when they switch contact
centers, which is a reality of a beginning contact center career.

The political environment is essentially stable, a favorable situation for any business. The present
administration is highly favored by the people, as indicated by positive confidence surveys
(―PNoy net satisfaction rating improves: SWS,‖ abs-cbnNEWS.com, 2010).

The government also supports the BPO industry. President Benigno Aquino III ―assured the
industry of the administration's support, saying it has allocated P62 million of funds to the
Business Processing Association of the Philippines (BPAP) through the Commission on
Information and Communications Technology (CICT).‖ (―PNoy cites BPO gains at IBM event in
UP,‖ abs-cbnNEWS.com, 2010).

This guarantees the continued support for the industry and the supporting functions, such as
training and sourcing.

Economically, the continuing US recession is forcing companies to outsource more of their
functions to cut costs. Many local industry leaders see this as an opportunity for the Philippines
in terms of more jobs and bigger revenues. As the industry requires a bigger workforce, the
training and sourcing functions will be needed even more.

On the social side, however, education is seen as a primary issue. Both the industry and the
academe agree of the gap between job skills requirement and academic training. While there
were attempts in the past to resolve this (some of which were successful), a more strategic
approach is yet to be implemented.

Technology-wise, the contact center industry is fully supported. For training, a significant
amount of learning-oriented systems (eg, learning management systems, courseware
management, communication technologies) are available, many of which are open source
(customizable to the unique needs of the users). Such technologies can help in delivering more
effective training methodologies and individualized learning approaches.




Professional English Proficiency Program                                            Page 11 of 24 pages
Marketing Strategy
PEPP shall pursue broad differentiation strategy as proven by its unique value added
proposition: seasoned contact center language and communications training professionals, cost-
effective sourcing network, and rewarding career placement opportunities.

Positioning
To contact centers, PEPP will provide cost-effective sourcing solution and industry-standard
compliant and value-adding training solutions that fulfill/ their unique needs.

To school administrators PEPP will be an effective partner in helping their students improve their
English communication skills that can be applied in any career path.




Professional English Proficiency Program                                           Page 12 of 24 pages
                                           OPERATIONS


This section will discuss conceptually the flow and coordination of the different processes of the
Program.

For a detailed description of the initial activities (start-up), please see attached Project Plan.


Roles

There are three main units in Selection, Training and Placement: Recruitment, Training and
Placement.

The main role of Recruitment is to receive, screen and select applicants for the contact centers,
but this process has to be coordinated with Training for the acceptance criteria and Placement for
contact center requirements.

The main role of Training is to facilitate learning and assess the participants' overall competency.
Training coordinates with Placement for the number of agents required by the partner contact
centers. Training also coordinates with Recruitment on the requirements of Placement if it is
achievable, considering the number of trainers available, number of classrooms, etc.

The main role of Placement is to communicate with partner contact centers on their manpower
requirements. As mentioned earlier, Placement coordinates with the two other units to ensure that
the Program can deliver the clients' needs. If not, Placement will have to re-negotiate with the
client.

Recruitment
Recruitment starts when Business Development informs Recruitment of the number and quality
of the agents required by the client and the school from which they will be receiving applicants.
Recruitment creates a standard profile with specific requirements and qualifications to meet the
needs of the client. Recruitment will send this to the school (through the school's point of
contact, or POC).

With the requirements and criteria, the school will then screen applicants. They will give the list
of qualified applicants to Recruitment, together with their profiles. From this list, the recruiters
will conduct interviews onsite to assess knowledge, skills and behavior using an evaluation form.
If the applicant passes the interview, s/he takes a graded examination. If not, the applicant
receives result from the recruiter, and record is stored for three months. Applicants who fail
screening may re-apply after three months.

The graded examination will determine if the applicant goes to training or not. If the applicant


Professional English Proficiency Program                                                Page 13 of 24 pages
fails examination, the recruiter gives feedback, and the application data is stored for reference. If
the applicant passes, Recruitment schedules the applicant for training, and an initial class list
with profiles and application feedback is sent to Training. At the end of each recruitment batch,
Recruitment sends the school a report on the results of the recruitment.

Recruitment is expected to confirm the list of participants in each class two days before the start
of training, although Recruitment may send Training initial list as early as two weeks before.
Sending the official roster of trainees (those who attend the first training session) and handoff to
Training for the start of the training sessions concludes the screening and recruitment process.

Please see Appendix B for Recruitment Process Flow.

Training

The process starts with Placement receiving the requirements of the contact center/s. Placement
informs Training and Recruitment of the number of needed agents. Recruitment and Training
calibrate if throughput requirement is achievable based on bandwidth, number of classrooms,
number of recruiters, number of trainers, etc. If the throughput is not achievable, they will inform
Placement and Placement will have to re-negotiate. Once the requirement is considered
achievable by both Training and Recruitment, Recruitment starts screening applicants and
Training starts plotting class schedules.

After coming up with class schedules, Training submits the class schedules to Recruitment who
will fill it up with the names of the trainees. Recruitment returns class schedules to training with
corresponding class rosters, so that Training can start classes. A daily report is submitted to
Recruitment to prepare for the monthly calibration. The same report is filed by Training for
evaluation of the program for curriculum improvement.

Once the classes are concluded and the trainees are assessed, Training submits graduation list
and scorecards to Placement and Recruitment. Training will conduct data analysis on class
results, while Placement confirms handoff of trainees. This handoff ends the training delivery
cycle.

After the data analysis of Training, that analysis will be sent to Recruitment and Placement for
the three units' monthly cross-functional calibration. From this calibration, all the units can
improve their processes. Recruitment can improve its screening tools and processes in
preparation for the next run. Training will use the same data to improve tools, processes and
curriculum for the next batch.

Please see Appendix C for the Training Process Flow.




Professional English Proficiency Program                                             Page 14 of 24 pages
                        ORGANIZATION AND MANAGEMENT


Management of the Program, while operating in a formal structure, shall take advantage of the
fast-response capability of teams — individuals working from different perspectives, disciplines
and experiences towards a common goal. While starting as small, this small group will be taken
advantage of to be more responsive and more innovative. Sharing of ideas and knowledge shall
be encouraged, and an egalitarian culture will be promoted.

When the organization grows, people empowerment shall continue to be an important criteria in
any structure change or management decision. Management understands and appreciates that the
effectiveness of the business rests on the people who store and shape ideas and knowledge.

It is to be understood that any structural or process standardization is only confirmed within a set
of assumptions. In this light, management and workforce have to understand that in cases of
contingency, members of the Program may make decisions contrary to the set standards if the
pre-determined conditions no longer exist.

Staffing Requirements
Considering that this will be a program, not all positions need to be regular or pemanent. Some
members of the team may be sourced on a part-time or project basis.

The following are the recommend positions with their key responsibilities:

       Position Title                                     Key responsibilities
Project Leader                   Oversees overall planning, implementation and execution of PEPP.
                                 Interfaces with all departments and represents AIJC in PEPP to new
                                 clients.
Implementations                  Has main project oversight, managing implementations coordinating
Manager                          all departments during launch phase and monitoring until 6 months
                                 after the project has been launched.
Training Manager                 Certify AIJ trainers and teachers and continuously evaluate and coach
                                 trainers and teachers.
Business Development             Secure meetings with Academic Institutions, describe business
Manager                          proposal and sell and close training programs for AIJ.
IT Specialist                    Design, implement and maintain information database and training
                                 portal/s.
11 Trainers                      Assess, evaluate, train and coach student-trainees.
1 Instructional Design           Updates and maintains training curriculum and supplementary
and Curriculum                   materials. Also responsible for content & development of any
Developer                        computer-based training resources.


Professional English Proficiency Program                                                Page 15 of 24 pages
4 Recruiters / Placement Assess and assign applicants to the respective AIJ programs and BPO
Officers                 campaigns.


Human Resource
All employees – from the bottom to the top – will be trained to do their work better for the
benefit of the program and for their own individual development. The management encourages
and supports learning of all its employees.

Management-wise, as PEPP is a program under AIJ, all personnel records will be kept by the AIJ
HR Department. Benefits of the personnel recruited for the program are expected to have the
same benefits as AIJ employees.




Professional English Proficiency Program                                       Page 16 of 24 pages
                                           CONTROL


As the main objectives of STP are to assist contact centers get their required agents and equip the
students with necessary skills and help contact centers get qualified individuals, the program will
be evaluated according to the following:

    1. 400 students have passed the training and assessment of the Training Team.
    2. 50 percent of the graduates must have been placed with contact center recruitment.

These criteria are expected to have been accomplished at the end of the first batch of students,
and will be re-evaluated periodically. Further, each team (Recruitment, Training, Business
Development) are expected to submit reports so that Program management may make
appropriate adjustments on the plan.




Professional English Proficiency Program                                            Page 17 of 24 pages
                                           WORKS CITED


abs-cbnNEWS.com, 2010. ―PNoy net satisfaction rating improves: SWS,‖ available online at
       http://www.abs-cbnnews.com/nation/12/13/10/pnoy-net-satisfaction-rating-improves-
       sws, accessed February 8, 2010.

Berkley, J. (2011). ―More Call Center Jobs for Filipinos in 2011,‖ available online at
       http://www.philippinenewsdaily.com/2011/01/710/more-call-center-jobs-for-filipinos-in-
       2011.html, accessed February 16, 2011.

Business World. 2010. ―Slower growth seen for call centers in 2011,‖ available online at
       http://www.abs-cbnnews.com/business/12/18/10/slower-growth-seen-call-centers-2011,
       accessed February 8, 2010.

Fluss, D. (2005). Real Time Contact Center, The. (USA: AMACOM).

Contact Centers: Forerunners of Resiliency, 2010. (USA: PriceWaterhouseCoopers)

Hamlin, M.A. "IT-BPO Road Map 2011-2016: Driving to Global Leadership," in Breakthroughs!
      The Philippine Business Process Outsourcing Newsletter. Vol 4, No. 4, October 2010-
      January 2011 Issue. Available online at
      http://www.bpap.org/bpap/index.asp?breakthrough. Accessed February 16, 2011.

Hisona, H. (2011).―Philippines' IT-BPO industry bullish on 2011 growth prospects,‖ available
       online at http://www.enterpriseinnovation.net/content/philippines-it-bpo-industry-bullish-
       2011-growth-prospects. Accessed February 16, 2011.

Offshoring and Outsourcing Philippines: Roadmap 2010 (2007). Philippines: Business
       Processing Association of the Philippines. Available online at
       http://www.bpap.org/bpap/index.asp?roadmap, accessed March 5, 2010.

―Only 6% of applicants get jobs in call centers: BPAP,‖ available online at http://www.abs-
       cbnnews.com/lifestyle/03/28/10/only-6-applicants-get-jobs-call-centers-bpap. Accessed
       January 31, 2011.

―Starting a Business in Makati, Philippines,‖ Doing Business, available online at
        http://www.doingbusiness.org/Subnational/ExploreTopics/StartingBusiness/Details.aspx?
        economyid=270, accessed March 10, 2010.

Yankers (1998). ―Organizational Development Overview.‖ Available online at
      http://www.trainersdirect.com, accessed March 14, 2010.




Professional English Proficiency Program                                          Page 18 of 24 pages
                                       LIST OF APPENDICES


A – Management Profile
B - Recruitment Process Flow
C – Training Process flow
D – Contracts




Professional English Proficiency Program                    Page 19 of 24 pages
                      APPENDIX A: MANAGEMENT PROFILE



Project Leader
Maria Amherstia Magbojos Ojerio

Career Development
    Training & Quality Director, Teleperformance,
    Regional Training Manager Teleperformance
    Training Manager, Convergys Corporation
    Lead Trainer, Convergys Philippines,
    English Instructor, Asia Pacific College,
    Customer Care Representative, All Asia Customer Services
    Communications Officer, Anest Tower and Ark Entertainment
    Arts Director, Language Cahbriba Alternative School
    Resourse Assistant, UPLB Foundation

Achievements
    Plan, develop and implement strategy for staff training and development through
      establishing and maintaining appropriate systems for evaluation and measurement to
      manage agent attrition rates in training (created the Trainer Certification Program to
      improve Trainer Bench Strength)
    Plan, develop and implement strategy across the board to affect Agent Performance
      through establishing and maintaining appropriate systems for evaluation and
      measurement to hit Key Performance Indicators
    Design training courses necessary to meet training needs or performance gaps
      (Communication Coaching, foundations training and supervisor coaching training)
    Developed Pre-Process Training or Communication & Culture Training
    Has Developed and Implemented the Nesting Process which continuously improves
      performance and manages attrition
    Part of the company’s sales team that closed more than 7 projects

Education
Bachelor in Arts major in Communication Arts, University of the Philippines, Los Baños
1993-1997

Implementations Manager
Juan Miguel J. Makalintal

Career Developments
    Consultant: Philippines


Professional English Proficiency Program                                          Page 20 of 24 pages
        Senior Associate - (Deutsche Bank (DKS Pte,Ltd))
        Senior Project Manager - (Citigroup Business Process Solutions Pte., Ltd.)
        Marketing/Sales/Project Manager - (Integrated Solutions Technology, Ltd)
        Programmer - (New Tech Systems & Services, Inc)
        Operations Suport- (Citibank N.A. Pte,. Ltd.)
        System Programmer - (Citibank N.A. Pte,. Ltd.)
        Marketing Assistant - (Metrobank banking & Trust Corporation

Achievements
    Develop, Operate & Manage 26-hectare agricultural plantation
    Develop new procedures in the processing of transaction from On-shore to Off-Shore
      teams.
    Lead the APAC team in managing the communications between the On-shore and Off-
      shore teams on the delivery of (daily, weekly, monthly, quarterly,
    Evaluate issues raised by On-shore and Off-shore team and provide best solution to close
      out and ensure proper procedures are in place to avoid future recurrence.
    Managed ERP projects for customers in the United States, Caribbean, and Asian region


Education
De La Salle University - Master of Business Administration
2001 to present

De La Salle University - BS Business Administration, Major in Computer Science
Graduated in 1991

Training Manager
Ron de Vera

Career Development
    Technical Staff: Amnesty International - Philippines
    Learning Consultant (Philippines and Latin America): Convergys Philippines Services
    Manager, Communication & Culture Training (CCT): Convergys Philippines Services
    Manager-OIC, Communication Coaching: Convergys Philippines Services
    Associate Trainer, Communication & Culture: Convergys Philippines Services
    Department Head (Spanish Department)/Team Manager: ItouchPoint

Achievements
    Designed and maintained curriculum based on the needs of the accounts
    Designed and implemented on-boarding program for new CCT employees including
      Managers, Trainers, Supervisors, and Comm Coaches
    Created a new staffing calculator in order to manage staffing levels. Created an
      automated process of documenting monitored calls and coaching sessions. Redesigned
      and automated the Call Monitoring Form. Documented all processes to ensure standard


Professional English Proficiency Program                                              Page 21 of 24 pages
         implementation
        Designed modules for the improvement of the training program and corresponding
         facilitator’s guide and slide show presentation

Special Skills
    Data Analysis & Research (Evaluation)
    Photojournalism (DSLR photography and news writing)
    Adult Learning Methodologies (Curriculum design and classroom management)
    Human Resource Development
    Project Management & Six Sigma Processes
    Foreign language teaching (English and Spanish)
    Microsoft Tools (Excel, Word, PowerPoint, Project, and Visio)

Education
BA European Languages (Major in Spanish, Minor in English)
University of the Philippines, Diliman

Recruitment Manager
Maria Fe Theresa D. Hufana

Career Development
    Trainer, Teleperformance
    Communication Specialist, Teleperformance
    Technical Customer Care Representative, Convergys

Achievements
    Reviews, Analyzes, and Develops Existing Training Curricula
    Calibrates with Recruitment on training standards
    Conducts Interviews with applicants to screen for account-specific needs, (behavior and
      skills)*
    Creates knowledge, skills, and behavior assessments used to screen applicants on account
      sign offs
    Conducts Training Needs Analysis
    Manages Performance Agent Performance during Transition

Education
Certificate in Professional Education , University of the Philippines, Diliman
2009 - Present

BA Philosophy , University of the Philippines, Diliman
2000 – 2004




Professional English Proficiency Program                                         Page 22 of 24 pages
Placement Manager
Marie Pia Carmela L. Bersamin

Career Development
    HR, Admin, & Legal Manager, Environmental and General Services, Inc
    HR Assistant Manager, One World Telecoms (OWTEL)
    Senior Recruitment Manager, Serchlincasia
    Recruitment Consultant, Agilys
    Recruitment Specialist, ICT Marketing Services Philippines Inc.
    Sourcing Team Lead, ICT Marketing Services Philippines Inc.
    Admin Team Lead, ICT Marketing Services Philippines Inc.
    Customer service representative, ICT Marketing Services Philippines Inc.
    Customer service representative, SMART Communications Inc.

Education
Masters in Industrial Relations, University of the Philippines (SOLAIR)
June, 2005

Masters in Human Resource, UST Graduates Studies
June 2001

BS Psychology, Miriam College
March 200

Business Development Manager
Edison Samson

Career Development
    Currently Training Manager at Teleperformance
    Training Manager, Business Processing Association of the Philippines
    Language and Communications Trainer, e-Telecare, Inc.
    Business Trainer, iTi.
    Training Specialist, eSynergy, International.
    Language and Core Skills Trainer, Newfield Staffing Solutions, Inc.
    Level II Technical Support Specialist, Convergys Philippines.

Education:
BA Legal Management
University of Santo Tomas

Achievements:
    Developed management framework for Advanced English Proficiency Training (AdEPT)
      of BPA/P, improving productivity of program by more than 800 percent.
    Developed curriculum and content of AdEPT for implementation to colleges and


Professional English Proficiency Program                                        Page 23 of 24 pages
         universities
        Collaborated development of communications training program for a contact center
         training company.

Areas of Interest:
    General Management
    Organization Development
    Learning and Development
    Organizational Behavior
    Career Development




Professional English Proficiency Program                                        Page 24 of 24 pages

				
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