Training and quality leaders at Peak Outsourcing credit the company's Training Development Initiative as the reason for the company's continuing growth and success.
As training and quality supervisor, Jasmin "Jazzy" Ortega's is responsible for providing a higher level of training and development service to clients, specifically on instructional design. Additionally, she provides a continuous training and quality process to ensure all employees are fully equipped with the necessary competencies and work values to help them support the company's strategic objectives.
Peak Outsourcing has experienced continuous growth for the last two years, and Jasmin was able to provide insight into that growth from her viewpoint as a company's supervision and training branches.
"It started from humble beginnings with very few accounts, and within its 11 years in the business – that's actually a very short span of time for a BPO, – it grew instantaneously. From the cluster that I am handling, we already have 10 accounts. So another thing that I can see on my end is that it was able to withstand the surge of the pandemic, and it continues to flourish," she said.
Ortega cited strong company values and a desire to help others as one of the driving reasons for Peak's growth.
"They think that big success reflects back to them because it could mean better chances or opportunities such as opening new positions for promotions, job vacancies that can help other members of the society that are jobless and it's a realization that we are here, not just for the money that we can earn, but of course for career growth and helping other people," she said.
When asked what makes Peak Outsourcing unique to companies offering similar services that also meet client outsourcing needs, Jasmin credited the company's Training Development Initiative, strong leadership and the company's concern for its employees.
"You can feel the genuine care and sincere gratitude for the service and efforts you put through each day. They also put a value on a person's worth not looking at your position, your background, your work ethic and performance. Thus, in turn, they also would want to mold and cultivate you to become effective leaders and not just leaders that I say who lead people but leaders who influence and connect with people," she said.
Ortega was asked to explain how her role in the company supported training and development goals.
"I am handling the trainers and quality analyst molding them as well," she said. "To make sure that training needs analysis and quality root causes and analysis are being incorporated in the syllabus, and also monitoring their performance."
Ortega went into detail regarding how the company's current training program was different from previous training programs, and how the company would measure the success of the new Training Development Initiative.
"Before, we didn’t have sufficient data yet to analyze what training needs we wanted to incorporate in our syllabus and curriculum. We didn't have that much QA data, where we can start to analyze and incorporate what needs or what are the opportunities we observed in corporate during training," she said. "Now we're able to equip with a 30-60-90 planning. It's actually a work in progress still, but we already have a very stringent curriculum and syllabus in place that combines orientation and wording training. We have the product training and leadership training, and then the technical training part and quality assurance training. And then incorporating as well a few of the soft skills training that is relative to what we are doing in Peak, and of course a diversity training. So we all have that incorporated in our current syllabus."
Jasmin added that the learning doesn't stop. She said it is useful to return to the company's training from time to time and re-evaluate performance.
"People continue to evolve as well as the business as well as the accounts. I believe each time that we have new things coming up, we need to be able to revisit our curriculum, our syllabus. We need to check whether we are meeting the benchmarks or thresholds that are expected from us. That way we can continue in delivering agents that are ready for production and agents that are meeting the standards of the client," she said.