SSC TeamLeader’s AcademyCertified development programmefor team leaders and managers inthe SSC/GBS/BPO sector

You are working in one of the most dynamically developing business sectors, which yearly generatesthousands of new jobs. According to forecasts, in the forthcoming years the growth dynamics will stillremain at a very high double-digit level.

Specialists working in SSC teams need, therefore, leaders: effective and dynamic managers, who cancombine their team leading capabilities with operational goals and business client needs.

If you have just become a new team leader, if you are an SSC team manager or if you/yourorganization have planned such a career path for you, our development programme is a response toyour training needs.

Comprehensive development programme for SSC managersconsist of:

► 10 days of intensive training

► 60 hours of practical lectures, tutorials and casestudies

► 5 topic modules: SSC team leader’s and manager’smust-know area

► 2 training blocks: soft & hard skills

W h y w e c r e a t e d

Team Leader’s Academy?

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Who for?Development programme dedicated for:

► SSC/GBS/BPO team leaders and managers who have recently beenpromoted to a new role,

► SSC/GBS/BPO team leaders and managers who have already gainedexperience in their role, but still need to structure and expand theirknowledge and competences

► specialists working in SSC teams for whom the organization hasplanned a development path

► HR specialists and managers working at Shared Services Centres.

W h a t i s t h e f o r m u l a o f

Team Leader’s Academy?

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The formula of the programme assumes the possibility of gaining practical knowledge and competencies basedon interactive training and tutorial sessions delivered by experienced trainers.

60%

40%

PROGRAMME CONSTRUCTION

People management

Operational efficiency of aSSC team

Module 1 I am a leader: managing change andcommunication in an SSC team

Module 2 Building employee engagement inan SSC team

Module 3 Recruitment and induction of employeesto an SSC team and managing theirdevelopment

BLOCK 1People Management

Module 4 Project management methodologies in anSSC leader’s work: which tools andtechniques should be used? Lean, agile assupport to operational processes in an SSCDefining KPI’s and the management ofbusiness process performance in SSC teams,managing an SSC team operational risk

Module 5 Innovation in an SSC team. Practical thinkingtools supporting team leader’s workHow to effectively manage an SSC service andensure a high level of customer satisfactionwith the provided services?

BLOK 2SSC Team Operational Efficiency

As a Participant you willlearn:

► how to identify the factors that may hinderthe realization of the goals set by an SSCteam

► how through your actions you should buildengagement, impact employeeperformance and manage emotions

► how to plan efficient induction of a newemployee to an SSC team

► how to prevent staff turnover in an SSCteam though planning and creatingattractive development paths forspecialists

► how to work out and effectively implementimprovements in an SSC team usingthinking tools

► how to manage performance of servicesprovided by your SSC team and how tobuild and monitor SSC customerexperience

► which available project managementmethodologies may support you in processstreamlining and better work organizationin an SSC team

► how to set specific, measurable goals foreach of the processes along with specificKPI’s for an SSC team

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M O D U L E 1 :

I ’ m a l e a d e r : m a n a g i n g c h a n g e a n d c o m m u n i c a t i o ni n a n S S C t e a m

ProgrammeFrom a specialist to a leader: effective change managementin the team structure.

► How to adopt to a new role: the role of an SSC team leader? How tobuild relations with employees: from a peer relation to a leader andsupervisor relation?

► Tools and techniques supporting building the role and authority ofa leader

► Why are changes needed and how to deal with employee attitudes tothe current changes?

► Which changes are the most difficult to implement? Work based on theexample of the Iceberg Model

► How to cope with implementing the change you do not approve of andfor the implementation and results of which you are responsible?

► Which is the best time for communicating change? How and by whomshould change be communicated?

SSC leader and their team: how to build relations and gain mutualtrust?

► SSC team as a system: how and which key areas should you analyse as aleader (roles, authority, the centre and the peripheries of the team,formal and informal structure, role models and procedures). Whatshould a leader look at? What as a leader can you influence?

► What challenge does an SSC leader face? How to efficiently overcomebarriers and obstacles?

► Behaviour styles and diversity management: what team do I have andhow to lead them to achieve the goal?

► Role of the team in decision making

Communication in an SSC team. Delegating tasks and giving feedback.

► How to speak in order to be heard, how to hear to listen? [Role ofcommunication in team management.]

► Why should employees need access to information? How should theteam leader ensure access to information?

► Is it always necessary to control employees? Delegating, monitoringand controlling tasks.

► How to avoid sweeping mistakes under the carpet? How to learn fromthe past mistakes? Task checklist.

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M O D U L E 2 :

B u i l d i n g e m p l o y e e e n g a g e m e n t i n a n S S C t e a m

ProgrammeProcess and process work in an SSC team: the team leader role.Diagnosing malfunction in your team.

► Process and process work, i.e., how a team is formed: natural stagesand phases of development of a team.

► How to identify the phases and how to manage tasks and employees onparticular stages?

► Diagnosing malfunction in a team: how to identify and cope with 5malfunctions? The model and stages of actions that make it possible toovercome obstacles and build strong and efficient teams.

► Resistant employees: how to deal with resistance, lack of willingness orwithdrawal of an employee?

► How to make meetings interesting and talks constructive to supportachieving the goals?

► Can a conflict in a team have a positive dimension? Sources of conflictand possible reactions to conflicts arising in teams.

Employee experience in an SSC team: how does the team leader influence theexperience of employees? Creating standards and values in your team.

► Employee experience: a trend or a fact? Why is managing employeeexperience important to an SSC?

► How do organizations try to build positive employee experience? I.e.,review of organizational practice from the system and structureperspective.

► Are the declared organization values consistent with everydaypractice? Dualism culture, declarations and social norms and the waythey impact the real behaviour of employees.

► How can leaders create norms and values in their teams?

Building and testing the engagement of SSC team members. How toefficiently support the employees?

► How you test the level of engagement of your employees? How often isit worth doing?

► What do statistics say about the impact of engagement on personalefficiency?

► Which leadership aspects especially strongly contribute to buildingengagement of your team? What do you have that is worth using inorder to increase your influence?

► Passive techniques of influencing: supportive pep talks - exercises.► Standardisation of work style and task allocation: corrective talks –

exercises.► Are you brave enough to tell your employees what you expect from

them and how you assess their work? What is the difference betweenassessing people and assessing their job? Giving feedback - exercises.

► How to motivate the employees who have been working for thecompany for many years? Syndrome of burnout, discouragement andhow often employees are wrongly accused of the lack of engagement.How to notice a decline in motivation early enough to be able tocounteract?

► How to direct employee maturity, i.e., how to lead employeesdepending on their place in the development cycle. Matching aleadership style to the employee maturity cycle.

► How to manage a multi-generation team? What is different inemployees of various generations? How can you manage theirstrengths in routine work and in project work? Group exercises.

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M O D U L E 3 :

R e c r u i t m e n t a n d e m p l o y e e i n d u c t i o n t o a n S S C t e a m a n dm a n a g i n g e m p l o y e e d e v e l o p m e n

ProgrammeCompetencies vs. qualifications of the candidates to join your SSCteam

► Are we looking for candidates with defined competencies or ratherqualifications? How to build a profile of a desired candidate in orderto ensure the real employment and that they are prepared toperform the key tasks? Individual work consisting in building asample candidate profile.

► What is the importance of experience in work at a similar positionwhile recruiting new employees to your centre? Case study and agroup discussion.

► What key competencies are we looking for in the era of automationand digitalisation?

► Which competencies are desirable for a team leader who managesthe potential of their employees? Self-analysis and the review of thebasic managerial competencies, matching the SSC culture.

SSC team leader as a recruiter: how to get prepared to running jobinterviews?

► Where to find recruits? Review of the sources of candidates.► How can you encourage candidates to apply to your organization, i.e.,

about the consequences of employer branding and how to build it?Individual work: a case study.

► What can you do to make sure that candidates have the skills you arelooking for? Review of possible methods and techniques of selectingcandidates.

► How can you run a job interview avoiding asking questions publishedonline, resisting the personal charm of candidates and avoiding beingmislead by their intelligence? Developing the skills of asking questions,listening and watching during a job interview. Individual exercises.

► How can we make the recruitment processes shorter and automaticwithout compromising on quality?

Inducing a new employee to an SSC team

► Why isn’t ‘throwing in at the deep end’ the best method of introducinga new employee?

► How to introduce new employes to quickly enable them to work in afully efficient way? Induction training, a mentoring system and buildingdevelopment plans. Building an induction plan for a new employee:individual work.

Managing the development of an SSC team: leaders’ tasks

► What can you do to manage the development of your people? Whyshould development be managed? Is it profitable? Is investing inemployees necessary in SSC teams, which have high rotation?

► How to approach managing human potential? How to build an internalsystem of assessing potential, planning the development oforganization structure, planning the individual development,contracting the development, offering support and monitoring theprogress? Planning the development of your team: group work.

► Who is your ‘talent’? What is the key success factor in your SSC team?How does this factor translate into the development of your career?

M O D U L E 4 :

P r o j e c t m a n a g e m e n t m e t h o d o l o g i e s i n a n S S C t e a m l e a d e r ’sw o r k : w h i c h t o o l s a n d t e c h n i q u e s s h o u l d b e u s e d ? L e a n , a g i l ea s s u p p o r t t o o p e ra t i o n a l p r o c e s s e s i n a n S S C .D e f i n i n g K P I ’s a n d m a n a g i n g p r o c e s s e f f i c i e n c y i n S S C t e a m s ,m a n a g i n g t h e o p e ra t i o n a l r i s k o f a n S S C t e a m .

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Project management and project methodologies for an SCC teamleader.

► How to correctly define a business project and create a charter that describes it?► How to correctly identify the project team and to manage it?► How to motivate the project team members, resolve conflict and implement

change in the organization?► How to identify and monitor the scope of the current project and to analyze

mutual dependencies and relations versus other projects?► How to create and manage the project schedule?► How to define and analyze the resources required in the project ?► How to identify all risks behind the project and define the key risk of project

realisation?► How to carry out a financial analysis of a project and on an ongoing basis

control the project budget?► How to use the most popular project management methodology: PMI?► How a single project is run in five process groups: Initiating, Planning,

Realization, Closing and Monitoring and control?► How do the specific groups of processes overlap on 9 areas of knowledge:

project documentation, an opening meeting, the project scope, riskmanagement, assembling a team, scheduling, resources and spending,realisation, closing the project.

► Which tools do the Six Sigma, Lean management and Work Out methodologiesoffer and how to practically implement these methodologies?

► How to identify a loss in the process by means of the Kazientools and valuestream mapping?

► How to use the project standardisation tools?

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Process mapping and in an SSC team and performance analysis.

► What is a business process and what do the relations between processes look like?► How can the process Pyramid be practically used for the visualisation of business

processes and their relationships?► How to create a process mission and use all the available project mapping tools?► How to use a detailed process map to identify measures in the process?► What is changeability in a process and what is its practical application?► Who is a process client and what is the difference between the internal and the

external client?► How to test client satisfaction and translate it into measurable parameters enabling

the process monitoring?► How to carry out an analysis of a document and time flow in a process?► What is the Data Collection Plan and why is it so important while designing a process

control system?► How to define and implement statistical process control and make the results visible

(dashboard)?► How to use a process control system for managing and improving as well as

monitoring and motivating (KPI, Traffic light, IP)?► How to communicate process results in companies?► How to identify and mange risks in a process (Failure Mode Effect Analysis, Risk

Mitigation Plan)?► How to design a process so that it is protected against risk and mistakes?► How to identify recommendations for change in the process and first improvements?► Are revolutionary or gradual and consistent improvements better in the process?► What is the process meeting, who organizes it, who participates and what it is for?► What is the process owner’s work, what is the process performers’ work: the

difference between an administrator and a change leader?

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ProgrammeThinking Tools as practical support in the process of implementingchange and innovation in an SSC team.

► Thinking tools: why were they created and when should they be used in anSSC team work?

► Why do the majority of ‘good ideas’ regarding projects related toimprovements in company operation resemble ‘symptomatic treatment’?

► Why can a good idea be rejected by the decision makers?

Process of change in the organization

► Are people always afraid of change, where does fear of change comefrom, what questions need to be asked when planning change?

► Levels of resistance to change, ways of dealing with them► Assessment of readiness of the environment where you are planning to

implement change. Ways of successful communicating theimplementation of changes.

Thinking Tools as practical support in the process of implementingchange and innovation in an SSC team.

► Thinking Tools in practice► CRT – Current Reality Tree: how to prepare the Current Reality Tree► Using the Current Reality to build consensus in the organization.► Cloud diagram: preparing a conflict diagram and using it to find a

breakthrough solution.► How to use thinking tools to have in the organization a discussion about the

sources of problems which are everyday seen by all employees in differentareas?

M O D U L E 5 :

I n n o v a t i o n i n a n S S C t e a m . P ra c t i c a l t h i n k i n g t o o l s s u p p o r t i n gt e a m l e a d e r s ’ w o r k .H o w t o e f f e c t i v e l y m a n a g e a n S S C s e r v i c e a n d c a r e f o r a h i g hl e v e l o f c u s t o m e r s a t i s fa c t i o n w i t h t h e p r o v i d e d s e r v i c e s?

Models of service provision in Shared Services Centres: managingeffectiveness of provided services► SSC organization model and structure: why is consistency important?► Processes, procedures, check points, interfaces, sharing responsibility and

information flow between an SSC and a customer.► How do alignment, quality and effectiveness impact the form and model of

service provision?► How much is the added value in service realization? The relation between the

cost and quality of service.► How to create an effective panel of co-operation between an SSC and a

customer?► Can an SSC become a partner in business?► SLA agreement: the analysis of selected models of settlement.

Customer Experience Management: building and monitoring SSC customerexperience, managing customer relationships

► Culture of improvement as a basic aspect of existing for an SSC.► Customer is our capital: how to align customer needs with the assumptions

concerning consistency and uniform rules of service for all parties?► Managing relationships, i.e., how can I help you?► How to identify customer needs and expectations? SSC as an advisor in

creating solutions.► Why is managing effective communication in centralized models the key

factor of the quality of provided services?► Assessment of customer satisfaction: why, when and in what form should it

be performed?

Organizational information

In-company formula for yourorganization

CoordinatorMonika Kacprzykowska

monika.kacprzykowska@pl.ey.com

Tel. + 48 789 407 575

Costs7900 zł net – participation in the full program,5 modules, 10 course days

2100 zł net – participation in one selectedTraining, 2 course days

We will also organize a development program in a closed,individualized and prepared formula. Contact us to receivedetailed information.

ManagerJustyna Wyszyńska

justyna.wyszynska@pl.ey.com

Tel. + 48 789 407 572

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