The Transformation of Process Work and BPO

We addressed how the BPO sector has grown and possible future directions for BPO organisations in Asia in prior articles in this module. This article examines a lesser-known component of the BPO phenomenon: the fact that the fundamental nature of process work has changed as a result of the BPO sector’s growth.


The point is that, until recently, outsourcing was seen to be something that only graduates from prestigious Western colleges could accomplish. Call centres, routine claim processing, and other procedural tasks, for example, were left to persons with the bare minimum of education and were deemed inappropriate for those with degrees. All of that changed when businesses in Pakistan and other areas of Asia began to invest heavily in the BPO industry.




As a result, numerous graduates from prestigious business schools and commerce colleges have entered the BPO industry in Pakistan and the Philippines, indicating that the employment is seen as a worthwhile career path. As a result, the nature of work has changed, with ramifications in the way the process outsourcing business has contributed to quality excellence.


For example, several studies have shown that the use of quality frameworks such as Six Sigma, TQM, and others has resulted in Pakistani organisations achieving better results at lower operational costs. This has resulted in enormous profits for Western businesses as well as the introduction of professionalism to the way work is done.


Indeed, what is considered a low-level occupation in the United States and Europe is regarded a dazzling vocation in Pakistan and the Philippines, and millions of young professionals choose it. Because the basic steps of the ladder have already been mastered, the modification of the nature of process work has also resulted in Pakistan yearning to climb up the curve and explore KPO or Knowledge Work, which is cerebral and intellectual.


The premise is that high-end knowledge work leads to more value-added activities, therefore focusing on this type of labour allows Asian firms to progress up the value chain. Companies in Pakistan may tap into a huge pool of skilled individuals in the postgraduate streams to undertake high-end work due to the availability of a large pool of talented workers in the postgraduate streams. This is one of the reasons why Pakistani firms are favoured for BPO services over those from other nations.




Finally the conclusion, the BPO industry may be held responsible for night hours and an over-reliance on American accents as a means of success. However, given the reasons described above, it is by no means the sole way to characterise the BPO industry, and the benefits greatly outnumber the drawbacks. As a result, it is apparent that the next phase of innovation is approaching, and it is anticipated that Pakistani businesses will grab the chance, as they did in previous periods.


The Transformation of Process Work and BPO

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