Global captive centers have emerged as key cogs in the global corporation in recent years. Captive centers are also known as shared-service centers, Global In-house Centers (GIC) or even Global Capability Centers (GCC). There are in-house subsidiaries or operational units that perform specialized services for the parent company. However, the success of global captives heavily relies on effective management and continuous improvement.
In this post, we explore the critical part managers play in making captive centers successful and deliver impact for thier parent company. More importantly, what are the lessons managers can take away to become better and successful in Global Captives.
The Role of Managers in Global Captives
Managers in global captive centers bear the twin responsibility to oversee the day-to-day operations, ensure service delivery, productivity and also identify ways to transform operations. As per COPC standards, workforce management, quality, sourcing, and recruiting/hiring/training are key pillars required for effective teams (and managers). Managers in Global captives-
Act as a bridge between Global Leadership & local teams
Managers serve as a connecting link between the global leadership and the operating team. Their most important job is to balance the interests of both global leadership and the operating team. This requires the ability to switch between the strategic needs and the (inevitable) daily operational challenges.
This also means aligning the team’s KPIs to rightly reflect the most important priorities of the business and tweaking them as the global priorities shift. All the while ensuring the team remains motivated, engaged and productive.
Build Productive Teams
A great manager understands the importance of nurturing talent. They identify each individual’s strengths and weaknesses and provide opportunities for growth and development. By fostering a culture of continuous learning and skill enhancement, managers can empower their team members to reach their full potential, resulting in increased productivity and job satisfaction.
Managers play a vital role in building a positive culture in the organization. As the oft repeated phrase goes, people leave managers, not companies. As a business leader put it, “We work for our managers. We leave managers and we join managers. We alone cannot drive a culture. It has to be run by the last two layers of the hierarchy, the managers.”
Proactive Problem Solvers
Managers need to be proactive in addressing challenges or issues and finding effective solutions. Communication and collaboration skills are essential in this role, as managers need to coordinate with other departments and stakeholders to ensure seamless operations.
To be a successful manager in a captive center, it is crucial to stay updated on industry trends and best practices. Regularly engaging in professional development activities and seeking feedback from both superiors and team members can help managers stay ahead of the curve and make better decisions. Additionally managers need to have accurate, contextual information about their team to problem solve proactively.
In our experience, the best managers in Captive Centers do three things to consistently to stand out from the crowd.
Connect Consistently
Clear and effective communication is the cornerstone of success in any workplace, but it is even more vital within captive centers due to diverse teams, different time zones and potential language barriers.
When it comes to communciation with teams, managers need to be active listeners and encourage open dialogue. Teams should be able to trust that their manager has their best interest at heart. These kind of managers produce motivated and engaged teams. However this trust does not come easily. Apart from good intentions, it is important for the manager to actually display behaviors that inspire their team’s trust.
For instance, managers who coach their team on a regular basis rather than once a month, inspire more commitment. Teams learn that their manager is available to help, rather than out to call out their failures when things go wrong.
Apart from this, managers need to communicate their appreciation to teams. Not occasionally, but frequently – reinforcing high-performing behaviors.
Create Culture
The custodians of company culture are its managers. In a GCC, it is the manager who can actually translate company values into locally understood values.
In fact, 60% of hybrid workers say their manager is their most direction connection to company culture. “Teams and managers are the best mechanism for creating culture connectedness…”, according Ashley Steele, VP in the Gartner HR practice.
For instance, a culture that celebrates employees can be a motivating factor for teams. Something as simple as acknowledging a team member on their birthday can leave a lasting positive impression of a manager, and consequently, the workplace.
Creating a positive work environment is essential for the success of captive centers. Engaged and motivated teams produce better results. Managers need to invest time in team building activities, fostering relationships, and promoting a culture of trust, respect, and recognition. Regular team meetings and social events can help strengthen bonds among team members, boosting motivation and morale.
By prioritizing employee satisfaction and engagement, managers can contribute to higher productivity and lower attrition rates.
Coach and Develop their Teams
Establishing performance metrics, monitoring progress, and setting achievable goals are vital components of an effective captive center. Managers have a vital role to monitor, coach and improve the performance of their teams.
Alongside daily stand-ups to discuss important objectives, managers need to be available to their teams for guidance and clarity. For instance, research shows that teams need feedback at least twice a week from their managers in order to improve their performance.
In recent years, several companies are side-stepping yearly performance reviews in favour of frequent feedback sessions. This allows for managers to course correct their teams current performance rather than just look at it after the fact.
Managers need to provide regular feedback, conduct performance evaluations, and offer support to underperforming employees. By implementing a fair and transparent performance management system, managers can empower their teams to meet and exceed expectations. And they can also help their teams grow and develop.
Investing in continuous learning and development is essential for both managers and team members in captive centers. Managers should encourage professional development opportunities, such as training programs, workshops, and certifications.
By promoting a learning culture, managers can motivate their teams to enhance their skills, boost job satisfaction, and ultimately achieve better outcomes for the global captive.
Using Technology to stay ahead of Challenges in Global Captives
Captive centers often face evolving challenges, such as regulatory changes, technological advancements, and market fluctuations. Managers must possess the ability to adapt to change, lead through uncertainty, and provide stability to their teams. By fostering a growth mindset and embracing change, managers can encourage innovation, resilience, and agility within the captive center.
However, accomplishing all of the above takes time. And, according to an HBR study of 1770 managers across 14 countries, most managers don’t have much time on hand. The study found most managers spent 50% time on administrative tasks like writing reports or handling employee schedules. the study also highlighted thatmanagers spent only 7% of their time developing their teams.
The study goes on to show how Artificial Intelligence could take over these routine yet time-consuming administrative tasks to give managers more time to connect with their teams and coach them.
That’s what makes worxogo Nudge Coach, an AI-based digital coach, a dependable wingman to captive center managers. The Nudge Coach gives managers a bird’s eye view on their team’s performance – helping them visually draw insights and connect with their team in a matter of seconds.
The Nudge Coach helps managers connect frequently with their teams while nudging them to give feedback or appreciate their team regularly.
In 2019, when teams were unexpectedly forced to WFH, this back-office team used the Nudge Coach to pivot and even improve performance.
Conclusion
To summarize, becoming a great manager in a captive center requires a combination of essential skills and qualities. Understanding the role of a manager in an off-shore delivery center as compared to other industries is important. By implementing effective performance management systems, fostering continuous learning, and adapting to change, managers can excel in these unique environments. Successful managers spend their time connecting, collaborating and coaching rather than get bogged down by mundane administrative activities. Implementing these steps will undoubtedly contribute to the success of your captive center and the growth of your team members.
Thousands of managers use worxogo Nudge Coach to build more productive GCC teams. Contact us to see some stellar results and how you can do the same for your contact center.
