KPO - Transition Process


Our transition managers enter the process much before the deal is signed to understand the customers' outsourcing vision and to evaluate the feasibility of outsourcing the process under consideration. They represent HIYA TechSolutions outsourcing 'face' and play a very crucial role at the onset of an outsourcing relationship. During the teething stages of a project, our transition manager interacts extensively with the customer and works towards designing a comprehensive enterprise transition plan before project roll-out.

After the contract has been signed and the solution designed, we get into the nitty-gritty of planning how the process transition should take place. Giving enough thought on process transition helps us to keep to project schedules and minimal downtime during the transition period.

  • Determining the operating model
  • Designing the process workflow

During this stage we do an analysis of the feasibility of outsourcing as well as HIYA TechSolutions business competency to handle the process. Regulatory and compliance issues are looked at and risk analysis conducted.

A process mapping exercise is conducted to analyze the current process as it exists at the customer site. We gauge the relative importance of the process in the overall workflow. Our transition manager evaluates:

  • Strategic importance of the process
  • Level of complexity of the process
  • Impact of outsourcing on existing employees at the donor organization
  • Technology or system changes that may impact the process

Once the above evaluations have been completed and the outcomes are favorable to going ahead with the project, HIYA TechSolutions designs an outsourcing solution in collaboration with the customer. The process work flow, volume analysis, costs and cyclical trends are taken into consideration while designing a solution.

At HIYA TechSolutions, we use the latest project measurement tools to track key project related metrics. Microsoft Project or Excel are used for tracking smaller sized projects and for more complex and high volume projects, our teams use Six Sigma, PMI and RPPS. Regular status-update meetings attended by both our managers and the customer help to fine-tune and drive the project forward.

The project is now rolled out for implementation. First-time projects require a lot of communication between HIYA TechSolutions and the customer location. The transition manager's role is very crucial at this stage and goes a long way to enhance mutual understanding and partnering between the customer and HIYA TechSolutions team.