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Define Job Shadowing

Job shadowing involves observing a professional to gain understanding of their role. It allows students and graduates to experience different jobs in various settings. Shadowing can help people explore new career paths. Transition management refers to the activities that transfer processes from a client to a service provider after a contract is signed. It requires strong project management, cross-cultural skills, and understanding of business and technology. Transition risks follow economic shifts toward a low-carbon future and include policy, technology, market, reputation, and legal risks.

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SYDNEY MARASIGAN
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115 views

Define Job Shadowing

Job shadowing involves observing a professional to gain understanding of their role. It allows students and graduates to experience different jobs in various settings. Shadowing can help people explore new career paths. Transition management refers to the activities that transfer processes from a client to a service provider after a contract is signed. It requires strong project management, cross-cultural skills, and understanding of business and technology. Transition risks follow economic shifts toward a low-carbon future and include policy, technology, market, reputation, and legal risks.

Uploaded by

SYDNEY MARASIGAN
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Define job shadowing - Also known as job shadowing, work shadowing involves observing a

professional to gain a better understanding of the role. Students and graduates often use work
shadowing to get a taste for a particular job. Shadowing also allows you to experience how the same
job can be different depending on its setting. Job shadowing can be used to help people in your
organization explore or develop new career paths. For example, an engineer who is interested
in sales who shadows a salesperson a few times (its example of On the job training) OJT

Define Transition Management - is the set of activities that transpire after a BPO contract is signed
that implements or executes the detailed movement or transfer of processes from the client to the
service provider.
 It Helps design the messaging to staff and other stakeholders, so that it tells a clear and
compelling story. Regularly updating everyone involved is crucial, too. Dedication. While the
senior leadership team may be fully committed to driving change, they also have a business to
run.
TRANSITIONS MANAGEMENT SKILLS-
 Needs to have strong project management skills, as themigration process are complex projects
that require expert management skills;
 Needs to be comfortable in working in a cross-culturalenvironment, as most often, the client
teams are based overseas;
 Needs to have a thorough understanding of the; existingbusiness and legal processes, and,
current as well asemerging technologies as these play a critical role in the off-shoring of a
business function

TWO STRATEGIES OF TRANSITION MANAGER –

 LIFT AND SHIFT - This is the most common methodology used.When the process is mature, the
’Lift and shift’ approach is used for migrating.

 Re-engineer and Migrate- Fundamental rethinking and radically redesigning of the business
process to achieve dramatic improvements in critical measures of performance such as cost,
service, and speed

Define the Transition Risks - Transition risks are business-related risks that follow societal and
economic shifts toward a low-carbon and more climate-friendly future. These risks can include
policy and regulatory risks, technological risks, market risks, reputational risks, and legal risks.

List of Critical Success Factors


 Technology Readiness – State of readiness of the enabling hardware and software to support
the ongoing operations.
 Manpower Readiness- State of the readiness of the operating staff hired, trained and skilled for
the service process.

List of Transition Effectiveness


Financial Benefits- It is important to quantify the real cost of the function before off-shoring (baseline
costs) and the cost of the offshore team on an ongoing basis.
 Costs related to moving the function to the new team should be tracked separately as project
costs.
 Capturing these cost elements enables comparison ofbaseline costs with current costs, and
provides an accurate measurement of the saves.
Performance of the Team –
 Primarily done by developing performance metrics
 Usually subject to a testing phase to determine reasonability of the service measures – also
known as the “baselining” period

Document Readiness - Inputs are documented, Source systems and dependencies,Timing of delivery
quality assumptions and work-around in case of failure in delivery of some inputs. Helps size service
provider resources need, identify likelihood of work-compression (rushing 3 hours work in 1 hour) or
overtime (working late to keep to output delivery targets).

Processes are documented - using the industry standard format and in complete detail Hand-offs to
other parties, internal and external, documented, including timing and format Interim/flash reports, if
required, are documented as deliverables. Delivery time, day-of-month, period targets are
documented . Required tools such as macros, workflow, application, shared directory access are listed
in sufficient detail to allow replication in the service provider.

Interim/flash and final outputs are completely documented- Formats are completely defined .
 Control steps and quality assurance checklists are defined. Delivery time/day-of-period are
defined; these are reviewed to ensure they are achievable/consistent with input timelines
 Service provider and transition project manager should validate that timelines are current and
not “aspirational;” tendency to put in desired/unrealistic deadlines when outsourcing.

Communication channels for output to be defined Clarity here minimizes misunderstanding during
early
production period. Especially if the output is an input to another process

Onshore supervision points and what will be reviewed/checklist should be defined


 Some country regulations (US) require clear trail of supervisory control by an Onshore person
 Responsibility for output (e.g., financial statements) rests with an accountable Onshore officer
 For shared service centers particularly, clear documentation on areas of supervisory review
paves the way for transition into “center of excellence” mode where supervisory control rests
offshore

Hands Off - are transfers of the output to a different performer, an approver, for further action prior
to
Continuation
 Data enrichment. The other performer adds data to the transaction
 Quality Assurance. The second performer is a checker
 Control. Approval for materiality and substance is done by a separate person

Time tracking is the process of tracking and recording the time that everyone within your
company spends working. It helps businesses understand what employees are doing during
work hours, which can be used to create client invoices and pay hourly staff or freelancers.

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