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Building a team to work with a client is not just selecting specialists but a strategic process that determines the success of the whole project. In this article we look at five key principles that help us create a team ready to start work immediately and deliver high quality.
Already at the pre-sales stage the sales department works closely with the BPO (Business Process Outsourcing) departments to identify the project manager. It is important that the manager has experience of similar projects and that there are available senior specialists in their team - they are the ones who launch the work and get the project on track.
At the same time as the launch, the senior specialist assembles a team of specialists and assistants who will work on the project. This continuous approach is especially important for BPO Accounting projects, which require a quick start immediately after the contract is signed.
Usually the project team is formed from our own employees, but we can also hire new people and integrate specialists from the client's team or the previous provider.
For example, for a large brewing company we assembled a team of 15 people in a month, including specialists with specific knowledge such as SAP. Three of them were our employees and the rest we hired specifically for this project. We selected the team so well that it stayed unchanged throughout the project (September 2022 - April 2024).
Business processes can differ significantly depending on the industry, scale and other factors, so we take each client's business specifics into account. For example, accounting requirements in a manufacturing company and in retail will be different. That is why we try to select specialists with experience in the specific field - it helps them adapt quickly to the client's specifics.
Here are examples of how we build teams for different client tasks and accounting areas.
Already at the sales stage we ask the client in detail about their tasks, wishes and experience with other providers or their own team. This information helps us understand what exactly the client expects from working with us and what their specifics are. We also take the client's personal characteristics into account so as to select a team not only by professional skills but also by soft skills. We find employees with whom the client will be most comfortable and effective to work.
We usually recommend a remote team, because this format is more flexible and allows a quick response to changes in the client's needs. But if the client wants an implant in the office, that request is also feasible. For example, for one of our clients we organised a remote team, but one of the specialists comes to the company office once or twice a week to resolve emerging issues promptly.
We are flexible and ready for any changes, which is especially important in a dynamic business. At the start of a project we design a backup system for every employee in case of vacations, sick leave or other unforeseen circumstances. We decide who will cover for whom and train them in the main tasks. This avoids downtime when one specialist is absent and guarantees continuity of work.
We also respond promptly to changes in the client's processes. If new tasks arise or requirements change, we quickly bring in additional specialists or find employees with the right specialisation.
We can take over areas of work from clients - permanently or temporarily. For example, in 2023 a large client asked us for payment specialists for 5 months. And this year, for the duration of an employee's maternity leave, the same client is handing another area of work to our specialist for a year.
We believe the success of a project depends on the partnership between the people on the client's side and the outsourcer's. It is important that the client knows the specific specialists working on their project and has direct contact with them. This builds trust, allows quick responses to requests and a better understanding of the client's needs.
The project manager is a highly qualified specialist - a chief accountant or tax consultant. They are responsible for launching the project, selecting the team, strategic planning and resolving crisis situations. They control processes and ensure the project gets onto a stable footing as quickly as possible.
The manager also plans resources, builds and develops the team, controls project margin, handles legal matters and agrees additional services.
These specialists manage teams in their areas, control quality and are responsible for reporting. Senior specialists act as chief accountants, supervising the team, interacting with the client and preparing reports.
On complex projects supervisors may be involved for better coordination.
Specialists perform daily operations and are always in touch with the client's team.
Assistants collect source documents and convert them into electronic format for further work.
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