Much has been said about the forces calling for a return to power. For Teleperformance everything came down to one undeniable fact: the visitor had said it.
Teleperformance launched a remote operation in Trinidad & Tobago in April of 2022. Less than two years later, the company announced the opening of a delivery center in the capital city of Port of Spain, a change that will require not only the management of a physical site, but also a readjustment in Teleperformance’s approach to recruiting in the twin isles.
“Testing” is a common practice in Teleperformance’s post-COVID localization strategy in the Caribbean. As Andrés Bernal, executive director of Teleperformance’s Central America region (which includes Colombia, Peru, Nicaragua, Guyana and T
In the case of T.
“The main explanation for why we opened a physical workplace [in T
The aforementioned customer is not yet identified, but is believed to be a money generation company in the United States. Bernal demonstrated that the consumer operates in the monetary sector.
The financial sector is one of the most sensitive verticals for service providers. The handling of financial information and personal data makes strong data security a must for any BPO who wishes to be considered a partner.
Although remote operations allow companies to be more flexible and agile in their procurement strategies, knowledge security remains the number one fear for BPO clients, many of whom are heavily monitored by national regulators. In those cases, a physical location where you can stay to keep an eye on agents and their teams becomes the preferred option.
“Depending on the industry, opening a location puts additional pressure. Especially in the BFSI [banking, money and insurance] space, they prefer physical locations,” Bernal said. “Generally speaking, in the banking sector, there is more tension in terms of security and the measures to be implemented. In this case, it was all the visitor had asked for.
Perhaps the biggest problem faced by organizations trying to go back to the office is convincing a remote workforce –many of whom might have been recruited under the pretense of a remote setup, with no mention of on-site operations– to actually accept the switch.
A handful of businesses have gone for a more forceful approach, but the majority seem to be experimenting with a hybrid strategy. That’s Teleperformance’s game plan for T&T.
The company hopes to keep its remote work staff at home. The plan is to staff the physical site with new employees to meet needs similar to new expectations. It’s easier to endure the stresses of returning to the workplace if painters work there from the beginning.
“The key for doing so is transitioning in an organized way, leveraging your tools, keeping part of your workforce in a remote setup, but also striking an agreement with your employees and your clients for that transition,” Bernal told NSAM.
Activity T
The TelePerformance T Workforce
t
All of those perks have put an idea into Mr. Bernal’s mind: what if Teleperformance turns T&T into a Caribbean hub for the financial sector?
“For me, T.
Caribbean countries are attracting the attention of North American and European visitors, who see the region’s top locations as potential drop-off locations. This has led regional governments to market their respective countries’ features beyond visitor service and technical support, targeting more specialized verticals, such as finance. The Trinidad and Tobago Investment Promotion Company has been working for some time to bring the credibility of the country’s monetary sector to life.
Bernal is confident that with a trapped consumer, they already have “a lot more potential customers that we plan to close here at T. “
Cesar is the editor-in-chief of Nearshore Americas. He is a journalist based in Mexico City, specializing in foreign industrial policy, agribusiness and the food industry in Mexico and Latin America.
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