Aditya Verma, Author At Everest Group

The Business Case for Impact Sourcing | Sherpas in Blue Shirts

September 26, 2014

This blog is the second in a series of three on impact sourcing. In my first blog, I gave an introduction to impact sourcing in terms of what it is, its constituents, and why it matters. Now I’ll focus on its value proposition and business case.

Impact sourcing value proposition

The graphic below provides a snapshot of impact sourcing value proposition, which is based on five key elements, i.e., low cost, reliable delivery, access to alternate talent, stable workforce, and social benefits.

Low cost

Impact sourcing offers significant cost arbitrage over source locations for offshore BPO. At 70%+, this arbitrage is comparable than the arbitrage offered by traditional offshoring. In fact, as compared to traditional sourcing, impact sourcing offers savings across both “in-house employment” and “outsourcing” models. For example, in South Africa, people costs for impact workers are 8-10% lower than traditional workers when averaged over a three year period for in-house employment. In India, impact sourcing offers 35-40% savings as compared to traditional BPO in an outsourced model.

The drivers for these additional savings over traditional sourcing models vary by location. For example, in South Africa, lower costs are driven by lower attrition and some differences in salaries. In India, the savings are primarily driven by lower people cost and facilities cost in tier-3/rural location for IS operations as compared to tier-1 locations for traditional sourcing. To get a better understanding of cost for impact sourcing across different locations, check-out the detailed report.

Proven and reliable delivery

Our research shows that the performance achieved from impact sourcing is comparable to traditional BPOs with a robust track record of meeting client SLAs/KPIs and expectations. There are multiple examples as illustrated in the case studies of Teleperformance, Accenture, RuralShores, and SureHire. Even in cases where the performance of impact workers is not tracked, there is strong endorsement of performance being comparable to traditional workers.

Furthermore, companies have successfully mitigated the concerns (e.g., lack of talent, data security, and infrastructure) linked to service delivery using impact sourcing by focusing on skills development initiatives and replicating security infrastructure similar to traditional sourcing. For example, Aegis SA provides 12-16 week training program for impact workers that teaches basic office competencies and behavioral skills. In addition, there are several training institutes (Impact Sourcing Academy, Harambee, Careerbox, Piramal Udgam) that focus on developing the skill-sets of impact workers. Many pure play impact sourcing service providers (e.g., RuralShores) have implemented robust infrastructure to mitigate concerns on data security.

Large and untapped talent pool

Given most locations in Africa (South Africa, Kenya, Nigeria, Egypt, Ghana, Morocco) and Asia (India and Philippines) where impact sourcing is largely used have a high unemployment rate among the youth, impact sourcing provides an opportunity to access this large, untapped qualified pool. For example, there are over 155,000 unemployed graduates in South Africa. Over 35% graduate youth (age 15-29 years) in rural India are unemployed. Through impact sourcing companies tap into this alternate pool to augment talent supply. For example, impact sourcing has become TCS’ primary source for entry-level talent during non-campus-hiring season and enables extending its recruitment throughout the year. A detailed case study on TCS illustrates this in greater detail and provides insights on its outcome.

This talent pool is especially suited to serve the domestic market. Companies leverage this talent pool as source of competitive advantage for domestic service delivery, given local language capabilities and cost arbitrage. For example, RuralShores uses impact sourcing for vernacular language support for domestic market.

Stable and engaged workforce

One of the strongest elements of impact sourcing value proposition is the stability and motivation levels associated with impact workers. Our research shows that impact workers have 15-40% lower attrition than traditional BPO workers and exhibit high motivation levels that leads to improved performance over a period of time and lower hiring and training costs. This is endorsed by many companies using impact sourcing. A study by Careerbox comparing the performance of impact workers with traditional workers shows about 10% higher retention for impact workers measured after 90 days and 180 days of recruitment.

The lower attrition rates are driven by the strong emotional bond and loyalty towards the employer that helped educate, train and provide employment to the disadvantaged worker. In addition, impact sourcing provides a strong fit with personal/family aspirations (e.g., opportunity to work in local community without migrating to urban centers). Furthermore, for most impact workers BPO is a preferred career option compared to alternatives (e.g. agricultural, industrial labor), as it offers higher salaries and better work environment.

Social Impact

These four value proposition elements – low cost, reliable delivery, access to alternate talent, and stable workforce – are built around the fifth one – the social impact. In fact, the value proposition for impact sourcing exists because of the types of employees hired. Impact sourcing employees are high potential but disadvantaged economically, socially or some other way. For example, they may come from a low-income area or not have had the opportunity for a university education. Impact sourcing offers these types of people an opportunity to earn and build transferable workplace skills. As a result, employees improve their well-being, and the well-being of their families and communities. (See my blog Impact Sourcing 101: The Fundamentals of a Powerful Global Sourcing Model for a full explanation.)

A study done by RuralShores among 650 respondents across 11 of its centers shows significant improvement in the living standards of its employees after joining RuralShores. To illustrate this with a few indicators, 46% of its employees purchased mobile phones, 56% purchased consumer durable goods, average of 20% increase in family savings. This is echoed in Accenture’s experience of impact sourcing where annual income of impact workers increased by ~33% post employment.

Impact sourcing really is a win-win with tangible positive impact on business and on people. Any which way you look at it, the combined value proposition of impact sourcing is compelling, especially for certain types of BPO work.

In my next blog, I’ll share my perspectives on the aptness of impact sourcing to business.

Everest Group, supported by The Rockefeller Foundation, conducted an in-depth assessment on impact sourcing (IS) as a business process service delivery construct. The study presents a detailed, fact-based business case for IS that substantiates the benefits of the IS model for Business Process Outsourcing (BPO). Additionally, it sizes the current IS market for BPO work, profiles the landscape, details the business case, and shares experiences of companies through case studies and testimonials. The report focuses on Egypt, Ghana, Kenya, Morocco, Nigeria, South Africa, India, and the Philippines.

The Rockefeller Foundation aims to catalyze the IS sector in Africa through its Digital Jobs Africa Initiative. The Foundation’s role is to ensure positive social and economic impact on 1 million people by supporting high potential but disadvantaged youth to work in the dynamic outsourcing sector in Africa, benefitting them, their families and communities. The Foundation recognizes that the most sustainable and scalable path to achieving this impact is because of the tangible business value impact sourcing provides. Impact sourcing enables companies to purposefully participate in building an inclusive global economy, gaining business efficiencies while changing people’s lives.

Visit our impact sourcing page for more information.

Be sure to join our webinar, The Business Case for Impact Sourcing on Tuesday, October 7, 2014.

Photo credit: The Rockefeller Foundation

Impact Sourcing 101: The Fundamentals of a Powerful Global Sourcing Model | Sherpas in Blue Shirts

September 18, 2014

I recently concluded an engagement on impact sourcing. Did you say, what? That was my first reaction as well when I initially heard about impact sourcing. I knew about other global services constructs – rural sourcing, crowd sourcing – but not impact sourcing. Turns out, I wasn’t alone. During the course of my research I realized there is a lack of awareness about impact sourcing in the market. For uninitiated folks like me, I hope this blog – the first in a series on the topic – helps create awareness about impact sourcing and its role within global services delivery.

What is impact sourcing?

So, what is impact sourcing?

Impact sourcing (IS) is a business process service delivery model that provides quality and cost at parity with traditional BPO services, but with optimized enhancements such as:

A qualified, trained, untapped talent pool with skill sets aligned to match client needs,
Lower attrition rates and higher corresponding levels of employee engagement, and
Opportunities to fulfill corporate social responsibility and diversity objectives while operating within a traditional BPO framework

Put simply, it is a BPO service delivery model that employs high potential but previously disadvantaged individuals for service delivery that provides positive impact on both business and society.

Here are some facts to set the context:

Impact sourcing is sizable (235,000-245,000 FTEs). There are many instances where it is practiced across countries in Africa (South Africa, Kenya, Nigeria, Egypt, Ghana, Morocco), India, and Philippines. In fact, our research shows that across these countries, impact sourcing constitutes ~12% of the overall BPO market. Not only that, it is growing at a faster clip than the overall BPO market.

What constitutes impact sourcing?

Our experience shows that there is no one answer to what constitutes impact sourcing. Depending on who you are talking to and the social context, impact sourcing constituents vary by how one defines a disadvantaged individual. Broadly, the constituents can be classified in three different categories:

Economically disadvantaged: Near/below poverty line, located in low income areas, lack of access to jobs or prior work experience
Socially disadvantaged: Minorities, historically underemployed or marginalized group (e.g., black and Asian communities in South Africa, certain castes/tribes in India), gender groups
Physically disadvantaged: Differently-abled, diagnosed with health conditions (e.g., HIV/AIDS) limiting equal opportunities in the workforce

Why does it matter?

Impact sourcing has the potential to engage high potential individuals in meaningful employment opportunities and make a real difference in their lives. These individuals in the absence of impact sourcing would not have access to jobs or their situation/background would put them at a disadvantage as compared to mainstream workers. Impact sourcing provides these individuals a platform that helps boost their confidence and provide opportunities to bring themselves at par with the mainstream workers through direct and indirect impact.

Direct impact: Our research shows that impact sourcing typically leads to an improvement in workers’ lifestyle (40-200% increase in individual income), professional development, increase in confidence levels, reduction in tendency to migrate, and reduced stress levels
Indirect impact: The increase in individual income typically benefits 3-4 family members due to increased spending power for family and household and facilitates a stable environment. This is especially empowering for women. In addition, it strengthens communities by creating a 3.5-4.0x multiplier effect on the local economy and improves future employability of disadvantaged individuals

So one impact worker can potentially lead to a much wider impact that uplifts many more in the community.

More than a feel good factor

There are many large, global companies across buyer and service provider organizations that currently use impact sourcing for BPO service delivery. These companies experience measurable business benefits of impact sourcing while also positively impacting the worker, their families and communities. In order to scale the practice of impact sourcing, more companies need to adopt the practice.

Our research suggests there is a compelling business case to impact sourcing in addition to the social benefits. This business case is based on strong foundational elements with credible supporting evidence.

To give you an idea of the business benefits of impact sourcing, check out the performance improvements Teleperformance has experienced using impact sourcing, the access to new talent that Aegis has because of their involvement in impact sourcing, and the plans Microsoft has for impact sourcing,

In my next blog in this series, I will share impact sourcing’s value proposition and its business case. Watch this space for more.

The Rockefeller Foundation aims to catalyze the IS sector in Africa through its Digital Jobs Africa Initiative. The Foundation’s role is to ensure positive social and economic impact on 1 million people by supporting high potential but disadvantaged youth to work in the dynamic outsourcing sector in Africa, benefiting them, their families and communities. The Foundation recognizes that the most sustainable and scalable path to achieving this impact is because of the tangible business value impact sourcing provides. Impact sourcing enables companies to purposefully participate in building an inclusive global economy, gaining business efficiencies while changing people’s lives.

Visit our impact sourcing page for more information.

Be sure to view our webinar, The Business Case for Impact Sourcing from October 7, 2014. Download now.

Read part 2 of this blog series.

Read part 3 of this blog series.

Photo credit: The Rockefeller Foundation

India’s Tier 2-3 Locations Becoming Hot For Offshore BPO | Sherpas in Blue Shirts

October 22, 2013

Originally posted on Global Services Media

The locations landscape in India for delivery of offshore BPO services has expanded considerably beyond the established tier-1 locations. India offers 20+ tier-2/3 locations for offshore BPO services delivery with some of them having significant market activity (e.g., Kochi, Trivandrum, Kolkata, Jaipur) while others (e.g., Ahmedabad, Indore, Vizag, Chandigarh) are at a nascent stage.

Adoption of tier-2/3 locations in India is consistent with observation in other mature geographies (e.g., U.S., Canada, Central and Eastern Europe). Although the motivation for adoption varies (e.g., expansionof customer base such as public sector in onshore locations, cost advantage in offshore locations).

In India, cost savings and access to talent are the key drivers for adoption of tier-2/3 locations. Lower salaries, real estate, and overheads result in lower cost of operations in tier-2/3 locations than tier-1.

Furthermore, leading tier-2/3 locations are typically centers of higher education within the region/state ensuring long-term talent sustainability. They also attract talent from nearby areas adding to the overall pool. Relatively lower competitive intensity in tier-2/3 locations also results in lower recruitment overheads and productivity ramp-up time. In addition, there are multiple other opportunities (access to niche talent, first mover advantage in newer locations, and higher skill delivery) offered by tier-2/3 locations. These advantages are likely to maintain the momentum in favor of tier-2/3 locations going forward.

At the same time, there are challenges in service delivery in tier-2/3 centers. Employability, scalability, and lack of managerial talent continues to be an area of concern. Consequently, service delivery from tier-2/3 locations is typically limited to transactional / rule based (e.g., AP, AR) work. Although there is evidence of movement towards complex (e.g., healthcare, pharma) and end-to-end (e.g., O2C, P2P)work in select areas, overall scalability remains small. Moreover, even though the operating environment has improved over the years, peripheral locations in tier-1 cities offer attractive alternatives to tier-2/3 locations both from cost and talent pool perspectives.

In conclusion, adoption of tier-2/3 locations for BPO service delivery is an established phenomenon. However, companies need to be mindful of the associated trade-offs (e.g., early mover advantage vs. relatively lesser evolved delivery environment) and carefully evaluate the role of tier-2/3 locations in delivery network.

Everest Group has released a global locations insight providing perspectives on tier-2/3 locations in India for delivery of offshore BPO services. The report discusses locations landscape and adoption trends, drivers for adoption, opportunities and challenges in BPO service delivery, and implications for stakeholders.

The Three Foundational Elements of Cost Benchmarking | Sherpas in Blue Shirts

October 15, 2013

In the global services industry, cost benchmarking is a method enterprises use to compare their outsourcing cost competitiveness against those of similar organizations. Yet, in Everest Group’s experience and observations, businesses all too often erroneously view salary benchmarking as indicative of overall expenditures.

While salaries constitute the biggest component (60-70 percent) of operating costs, salary benchmarks fall short of providing the requisite insights, as higher salaries don’t necessarily mean higher overall costs. There are multiple other factors driving costs. The top three factors driving outsourcing operating costs, other than salaries, are:

Pyramid and talent model
Scope of work
Non-compensation cost

These factors are specific to companies’ context and typically depend on their positioning. In addition, there are market-driven forces impacting costs, such as attrition, wage inflation, and the exchange rate in different countries.

A typical benchmarking exercise takes all these factors, and others, into consideration.

Following are three cost benchmarking best practices.

Best practices of cost benchmarking

Take a holistic view

Cost benchmarking should consider a comprehensive set of factors effecting cost. Everest Group classifies these components into three broad buckets:

Compensation-linked costs (e.g., salaries, benefits)
Non-compensation costs (e.g., real estate, technology, support staff, transportation, recruitment, and training)
Policy levers (e.g., delivery pyramid, support staff leverage, and space usage)

An ideal cost benchmarking takes a holistic view across all three categories.

Identify underlying cost drivers

By definition, cost benchmarking determines differences within the market. However, on their own, these differences offer limited insights. To discover opportunity areas for cost optimization and subsequent calibration, enterprises need to identify the underlying drivers of differences.

For example, if an organization’s real estate costs are higher than the market average, benchmarking should identify whether it is due to rentals, space per seat, seat utilization, or a combination of these factors. Similarly, for companies with higher support staff costs, benchmarking should identify if it is driven by higher support staff salaries, skewed support staff ratios, or both. There are multiple such costs elements (e.g., transportation, recruitment, training) for which benchmarking could help identify the underlying drivers for calibration.

Normalize data

Even in situations where cost drivers are identified, it is critical to ensure like-to-like comparisons in order to derive meaningful conclusions. For illustration, in the real estate example above, economies of scale can result in different real estate costs for a 100 seat center and a 1,000 seat center.

Thus, organizations should normalize data along key dimensions impacting the cost. Typical dimensions to normalize include:

Locations (e.g., onshore/offshore, Tier-I/II/III)
Scope of work (e.g., ITO/BPO, front office, back office)
Nature of work (e.g., transactional, complex)
Player type (e.g., GIC, service provider, specialist)
Scale (e.g., mid-size, large scale)

Cost benchmarking is not an easy, close your eyes and toss the dart exercise. Benchmarking that fails to take a comprehensive view of cost, identify underlying drivers, and normalize data runs the risk of making misleading comparisons that may lead to flawed results.

Philippines: From Voice Services to a Broad-based Global Sourcing Destination? | Sherpas in Blue Shirts

May 14, 2012

The Philippines, which is already giving competition in voice-based services to the leading offshoring destinations in Asia, is now eyeing to further up the ante. The country continues to see robust growth in its voice segment and credible activity in non-voice services.

Several positives…

With its sizeable graduate pool, low-cost of operations, and English language advantage, the Philippines offers an attractive proposition for organizations looking for destinations to offshore services. The Philippines IT-BPO industry registered US$11 billion in 2011 on the back of successful expansion in services and increased geographic diversity. The sector is generating 640,000 direct jobs and another 1.5 million indirect jobs. Given the robust growth, the Philippines is likely to achieve its target of US$25 billion in revenues and generate 1.3 million direct by 2016 as per the IT-BPO Road Map 2016 developed by Everest Group.

The country is also seeing an increase in the share of non-voice work (including IT/ESO) which now contributes about 30% to the industry and there is evidence of credible activity in complex processes, e.g., legal, analytics, although their scale remains small. This is largely because buyers are now looking to diversify their delivery operations beyond established markets and are witnessing satisfactory experience from country’s non-voice services. Geographic diversification beyond the United States is also gaining traction and focus on multi-lingual services is increasing.

One of the key reasons behind this success is government’s commitment to the sector which is working to position the country as an attractive destination for diversified services with the target to double share of revenue from other service lines. Continuing in this direction, the government and BPAP are initiating steps to enhance country’s value proposition at segment level (e.g., ESO, animation), with a significant attention on non-voice services.

…however, some concerns remain

Activity in Next Wave Cities^TM is evolving at slow pace. Analysis of the delivery location pattern of top 20 service providers and Forbes 2000 companies reveals that of the 35 centers set-up in the Philippines in last three years, only three were located outside Metro Manila and Cebu. Clearly, Philippines has its task cut out in order to position these cities as alternative locations beyond Metro Manila and Cebu and widen the talent base to ease the supply of talent and address high attrition.

Moreover, ITO and Engineering Services are still not prevalent. The country also needs to continue to increase its alignment towards the United Kingdom and Europe, which are the biggest growth markets after United States. In addition, the country has a high risk of natural disasters. The most recent example is the typhoon activity in 2011, which led to power cuts and disruption of daily activity in Manila. Companies are, therefore, mindful of business continuity plans when they evaluate the Philippines for expansion of their delivery network.

While the government and industry associations are striving to enhance the attractiveness of Philippines IT-BPO sector, it remains to be seen how much the country can get players to think of itself for considerations beyond the arbitrage in voice-based services and more as a broad-based global sourcing destination.

For more details on the Philippines global sourcing market, refer to the recently released reports by Everest Group:

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Author: Aditya.Verma