Term Paper in MBA 501

The Scenario – Building Approach

A Strategy for Case Analysis and Intervention Planning

Rationale:
Organization has to be dynamic to respond to continuing challenges of business competitions
and changing environment. The increasing complexities of managing an organization brought
about by advances in technology and intricacies of government operation necessitate that
organizations should be able to assess its present condition and position.
The capacity of organization to look beyond the horizon and formulate intervention to bring
about a more responsive organizational set-up are some of the major keys to stay competitive
and to progress. It is in these contexts, that this scenario –building approach of assessing the
present and future circumstances of organization was designed.

SUTHERLAND GLOBAL SERVICES INC.

Activity 1: Assessment of the Present Organizational Situation/Condition

1. ORGANIZATION and MANAGEMENT

Vision
To be the premier and preferred provider of Technology Enabled and Business
Process Transformation services in our chosen markets.
Mission
To help our clients maximize their customer lifetime value and increase their
competitive advantage by helping drive productivity and efficiency while delivering
measurable results.
Values
Our values help us drive our objectives and provide us with guidelines by which
we achieve meaningful results. Our corporate values are guideposts to mark the path
and guidelines within which we behave in our dealings with each other, our clients and
the communities in which we operate. Only by maintaining this shared focus do we, as
individuals, become a successful team, and Sutherland achieves its full potential.
Integrity
We insist on open, honest and fair relationships with each other, our customers
and business partners. We believe this is the only way to do business.
 Leadership
We will continuously strive to 'do the right thing' in support of our clients,
fellow employees and all of our stakeholders. We will lead by example and set our
standards high for others to follow.
People
We respect our employees and value their contributions. We are dedicated to
creating a work environment that is professionally challenging and personally
rewarding. We believe in teamwork, and as a team, delivering exceptional results to our
clients and their customers. We are committed to the professional development of each
person as they progress through their career at Sutherland.
Clients
We value our clients as business partners. We are dedicated to providing the
highest quality of service to them and will treat their goals and objectives as our own.
We will increase their competitive advantage by consistently exceeding expectations.
Entrepreneurial Spirit
We foster innovation and will take personal risks to improve our service
offerings. We will continuously strive to be the best in order to earn and securely
maintain our leadership position as the premier provider of outsourced business process
services.
Organizational Structure
Council offers an extensive range of services to the community and these are supported
by an executive team and 4 divisions.

Executive Team
Council's executive team consists of:

 The General Manager

Shire Infrastructure Division

 Engineering Operations (Civil, Parks, Waste Services, Building Operations, Fleet and
Workshop)
 Project Delivery (Projects, Design, Survey Services)
 Asset Management (Park and Reserve Assets, Building Assets, Asset Planning and
Sustainability, Traffic and Transport Services, Storm water and Waterway Assets, Road
and Footpath Assets, Public Domain Assets)

Corporate Support Division

 People and Culture

 Communication and Engagement
 Governance, Risk and Compliance
 Financial Services
 Information Management Technology Group
Shire Planning Division

 Strategic Planning
 Environmental Science
 Major Development Assessment
 Development Assessment and Certification
 Tree Management and Compliance
 Health and Regulation

Shire Services Division

 Public Safety and Lifeguards

 Leisure Centers
 Children's Services
 Arts and Culture
 Business, Sport and Community Services
 Property Services
 Library Services

Organizational Chart

BOARD N-1 N-2

CHAIRMAN and CEO Chief Financial Officer

VICE CHAIRMAN of Chief Operating Officer

the BOARD
Business and
Development

Sales

Chief Information Officer

and Digital

Human Resource Officer

Solutions Officer

Technology Services

Health Care Solutions

Financial Services

Business Transformation

Insurance
Human Resource Programs, Projects and Activities

At Sutherland, beyond just providing jobs, they invest in building careers for their
employees. Their work culture focuses on employee development and work-life balance.

They always start with people. Business is driven by human behavior. And they take a
human-centered design approach to drive business results. Through observation, learning, and
immersive research they are able to roadmap solutions that work for their clients and their
customers.

 Design Research
 Design Strategy
 Digital Design
 Creative Services

They untangle complexity and connect dots. This is where they bring the design vision
to life—uncovering and alleviating stumbling blocks that could interfere with successful
implementation. Their 360-degree focus on customers and tech-agnostic approach allow them
to develop flexible solutions that scale with business needs.

 Consulting
 Project Management
 Technology Strategy

They deliver anywhere in the world or in the cloud. Their global operation model allows
them to implement best practices and meet clients’ needs practically everywhere. From
implementation to analysis, they go beyond solution launch to seek out continuous
improvement for their clients—and their selves.

 Solution Implementation
 Customer Behavior Analytics
 Process Engineering & Improvement

Social Impact to Community

UN Global Compact

Sutherland is committed to working with the UN Global Compact to create a culture of

integrity across their enterprise. This includes adopting universal principles on human rights,
labor, environment, and anti-corruption and taking actions to advance societal goals with a
mission to create a sustainable and inclusive global economy that delivers lasting benefits to
people, communities, and markets.
Community Technology Center

Community Technology Centers, established and operated by Sutherland, provide local

communities with the chance to receive free technology skills training and the opportunity to
earn a Microsoft Digital Literacy certificate. To achieve this, they have collaborated with
Microsoft, many Non-Governmental Organizations (NGOs), and schools in India, and local
governments in the Philippines. These centers teach basic computer concepts and skills so that
people can use computer technology in everyday life. The education provided by their centers
helps to develop new social and economic opportunities for students, their families, and their
communities.

To date, over 7,700 students, ranging in age from 12 to 69 years old, have taken part in
the program. Most earn the Microsoft Digital Literacy certificate, with some taking more
advanced training on the Microsoft Community Learning Portal, which provides additional
opportunities to further education and employment. Candidates for the program come from
schools, colleges and Non-Government Organizations which otherwise might not be able to
afford this type of training.

The centers, located in Chennai and Kochi in India, and in the Tarlac province of the
Philippines, have trained over 4,100, 2,400, and 1,200 students respectively, and see increased
participation year over year. Additionally, we certified 1,297 graduates in India and 514 in
Jamaica between 1 July 2015 and 30 June 2016.

Code of Conduct

The global ethics program maintains a written procedure for annual Code of Conduct
certification training. Every new fiscal year (1 July), all full-time employees are required to
complete refresher training covering the company Code of Conduct content and certify to their
compliance with the Code.

The Ethics program manages the deployment of the training closely with the
organizational Consulting Learning Services function, delivering the course in multi-language
format and tracking completions through automated reporting delivered by the learning
management system. Completions are acknowledged by an automated notification and
completion certificate, which are translated into the corresponding language completed. The
Code is currently translated into six languages (Slovakian, Brazilian Portuguese, Spanish,
French, Japanese and Simplified Chinese), and the course is offered in four of those six
languages.

In FY2017 the Code of Conduct certification training began deployment on 11 July

2016. Release continued through September and by 31 December 2016, over 90% of the FTE
population had completed their training. An approximate 7-10% of those enrolled and not yet
complete were attributed to employees on long term leave of absence and employee
terminations cycling out of the enrollment population.

Social Impact to Environment

Sustainability

Sutherland believes that reducing or eliminating waste associated with their operations
is the right way to treat the communities and environments where our employees live and work.
Waste is a burden for the environment and also an added expense for our customers. Waste is
eliminated or reduced through the deployment of efficient practices and policies. Therefore,
they have implemented sustainable business practices which are seamlessly blended with their
everyday business processes. Sutherland’s waste-free policies have been in place for over a
decade, leading to an exceptionally low total environmental impact, including low carbon
emissions.

The following are standard policies and practices that we currently follow worldwide:

 More than 30% of their client programs operate in paperless environments.

 Energy efficient and energy managed thin client PCs, LCD monitors, and electrical
equipment throughout global facilities.

 Recycling receptacles in facilities for the collection of waste toner/ink cartridges,

laptop batteries, cell phones, and other harmful products.

 Wastewater in Sutherland’s largest India facilities is treated and reused on site.

 Mass transportation is provided for our associates, reducing the impact of pollution

Habitat Conservation

Habitat conservation is a natural extension of overall sustainability and respect for the
local environments in which they operate. As a business services provider, the majority of their
potential impact on habitats and their contained species are greatest in the following areas:

1. Facility Construction

Sutherland does not engage in new facility construction or “Build to Suit” leases
dramatically reducing any impact on pristine habitats. All of Sutherland’s operational
facilities are housed in re-purposed structures, and many of their facilities are in
reclaimed developments such as decommissioned bases, light industrial complexes, or
other targeted zones.

2. eWaste

All eWaste such as PCs, peripherals and batteries are centrally processed in each
city, and recycled with an accredited organization.

3. Transportation

Sutherland facilities are located on public transportation routes. In certain city

centers, Sutherland provides mass transportation services to its employees.

4. Personal Sustainability and our Employees

In addition to the corporate practices above, Sutherland believes that the greatest
positive environmental impact comes from each of their employees making informed
personal choices that respect the environment. Their employee engagement teams
sponsor volunteer activities which maintain local parks and roadways in the
communities where they operate, as well as communicate helpful tips and instructions
 for making environmentally informed individual choices. Some of the topics include
keeping water clean, saving energy, and using less toxic product alternatives.

Social Impact to Governance

Commitment to Impact Hiring

Through its partnership with the Global Impact Sourcing Coalition and dedicated
impact sourcing program, Sutherland is committed to actively recruiting, educating, and hiring
individuals living below the poverty level and/or with disabilities into its workforce. They
regularly partner with community groups, schools, and youth organizations to ensure that they
are introducing a diverse set of individuals to their unique impact sourcing formula of in-depth
educational trainings and sustainable employment opportunities.

Occupational Health and Safety Policy

Sutherland Global Services is committed to achieving high standards of OHS

throughout the organization, its associates, business partners and those who may be impacted
by its activities.

Commitment to Diversity

They consider a diverse workforce a natural requirement to their continued success, and
they have maintained a strong commitment to diversity since inception. While their broad
geographical reach gives them one of the most diverse total workforces of any US-based
corporation, they also take pride in each of their operations centers accurately representing the
communities where they operate. Their multi-channel recruiting, hiring and training practices
help them employ and develop the best people, from all backgrounds. This workforce in turn
serves their clients, often with similar backgrounds. The resulting synergy has created a
winning combination for their clients.

The qualities they strive for within their own organization are the same qualities they
look for in their suppliers – creativity and innovation. The creativity and innovation that have
been key engines of Sutherland Global Service’s growth throughout the company’s history
they have found are major strengths of their subcontractors and suppliers as well. These
organizations’ employee bases and management rosters reflect the local communities where
they reside. Sutherland is fully committed to supplier diversity inclusion; however when no
diverse-owned business is available (Tier I vendor), Sutherland looks to partner with vendors
who have diversity supplier programs in a Tier II program.

Workforce and supplier diversity are at the very core of their management philosophy.
Though it has been a diverse business since its inception nearly a quarter century ago, since
2008 Sutherland has been certified as a minority-owned business by the National Minority
Supplier Development Council (NMSDC). This certification allows their clients to choose a
minority-owned global corporation that truly supports a diverse environment through its people
and practices. Their established diversity initiatives will continue to evolve, creating an even
more inclusive environment for their people, suppliers and clients. Sutherland has officially
been recognized as a regional minority business enterprise in good standing with the Upstate
New York Regional Minority Purchasing Council, Inc. and is entitled to all privileges of
certification. Their certification number is 2623.
Commitment to Fair Labor Practices & Human Rights

Sutherland demonstrates their respect for human rights and fair labor practices by
creating an environment of respect and compassion. Their global operational centers adhere to
the national and local laws of the locations where they operate. They are committed to being
an equal opportunity employer and will not engage in or tolerate unlawful workplace conduct,
discrimination, intimidation, or harassment.

Child Labor Avoidance

Sutherland adamantly supports U.S. Child Labor Laws and strictly adheres to them at
all of their locations across the globe in addition to any local laws that may be applicable.

Freedom of Association

Sutherland believes that open communication and direct engagement between workers
and management is the most effective way to resolve workplace issues. As such, workers are
able to communicate openly with management regarding working conditions without fear of
reprisal, intimidation or harassment. Sutherland respects the rights of workers to associate
freely in accordance with local laws.

Freely Chosen Employment

Forced, bonded or indentured labor or involuntary prison labor is not used. All
employment is voluntary and workers are free to leave upon reasonable notice without unlawful
penalty.

Sutherland ensures that employee handbooks clearly convey the conditions of

employment in a language understood by the worker. Each worker is provided with a copy of
their employment contract or terms of their employment, which reflect current and applicable
labor laws and regulations.

Humane Treatment

Disciplinary and grievance policies and procedures are clearly defined, communicated
to workers and accessible to all employees. Sutherland is committed to ensuring that the
workplace is a harassment and intimidation free zone and monitors its supervisors on the
treatment of its workers.

Independent Grievance Process

Sutherland ensures their employees have access to an independent grievance process.

Non-Discrimination

Sutherland does not discriminate against any employee based on their ideological
views, race, color, religion, gender, sexual orientation, national origin, age, disability, or any
other status protected by law. In addition workers or potential workers are not subjected to
medical tests that could be used in a discriminatory way unless there is a clear risk of health to
other workers arising out of such workers performance of their work.

Training workers on their rights

Sutherland provides training on employee rights and responsibilities. These cover

requirements identified in Sutherland’s Code of Conduct, as well as other international human
rights standards. This training may be incorporated into existing employee training materials.

Wages and Benefits

Compensation paid to workers complies with all applicable wage laws, including those
relating to minimum wages, overtime hours and legally mandated benefits. If required by local
law, workers that perform overtime work shall be compensated for overtime at pay rates greater
than regular hourly rates.

Deductions from wages not provided for by national law or local law are not permitted
without the express, written permission of the worker concerned.

Working Hours

Sutherland ensures that its non-exempt workforce is not subjected to excessive working
hours, both daily and weekly in the aggregate. All overtime work is voluntary and workers are
not penalized for refusing overtime work.

Alliances and Linkages

The Sutherland Foundation was created in 2014 to provide additional focus on

Sutherland Global Services' charitable giving and corporate social responsibility directives.
Sutherland’s commitment to Corporate Social Responsibility includes supporting the
communities and cultures with which they work, conducting socially responsible and ethical
business operations, respecting human rights, and protecting the environment. They are a proud
leader of "responsible sourcing" in the transformation industry.

Community Technology Centers, established and operated by Sutherland, provide local

communities with the chance to receive free technology skills training and the opportunity to
earn a Microsoft Digital Literacy certificate. To achieve this, they have collaborated with
Microsoft, many Non-Governmental Organizations (NGOs), and schools in India and local
governments in the Philippines. These centers teach basic computer concepts and skills so that
people can use computer technology in everyday life. The education provided by their centers
helps to develop new social and economic opportunities for students, their families, and their
communities.

As a member of the Minority Business Enterprise (MBE) community, they consider a

diverse workforce to be requisite to their continued success. They have established operations
centers on a multi-national level, and it is these sites which have given Sutherland one of the
most diverse workforces of any US-based corporation while simultaneously providing
regionally-sensitive support to clients whose operations span the globe. Through their
established diversity initiatives, they will continue to develop inclusive environments for their
employees, suppliers, and clients.
 As a part of this dedication, they take care to utilize diverse-owned businesses. A large
portion of resources they employ for implementation and maintenance are provided through
their partnerships with minority, women and disabled veteran-owned business enterprises.

2. RESOURCES (Budget or Operating Capital, Manpower and Facilities)

Sutherland Global Services, Inc., a business process outsourcing and technology-

enabled services company, provides an integrated set of back-office and customer facing front-
office services that support the entire customer lifecycle. It offers digital, customer
engagement, and business process transformation services. The company’s digital
transformation services include design research, design strategy, and digital design; investment
research and investment banking/private equity/venture capital research, as well as strategy,
market, and business research; analytics and artificial intelligence; enterprise automation; and
program management and technology advisory, data integration and stewardship, application
services, product development and quality assurance, and service desk and enterprise support.
The company also provides satisfaction and loyalty services; hardware and software
installation, remote troubleshooting, product support, and services support; customer
engagement transformation services that include B2C and B2B sales, customer activation,
renewals, and cross sell and up sell; and lead qualification and generation, lead nurturing and
customer education, appointment setting, and market and customer profiling. In addition, it
offers various services for sales and operations planning, and order-to-cash activities. The
company serves clients in banking and financial services, healthcare, technology, media and
communications, retail, insurance, travel and hospitality, government industries in the United
States and internationally. The company was founded in 1986 and is based in Pittsford, New
York with locations in San Francisco, California; and London, United Kingdom. It also has
service delivery and operations centers in Australia, Brazil, Bulgaria, Canada, China,
Colombia, Estonia, Egypt, India, Jamaica, Malaysia, Mexico, Morocco, the Philippines,
Slovakia, Sweden, the United Arab Emirates, the United kingdom, and the United States.
Digital Transformation Facilities

Platforms

Sutherland’s Platform Services leverage a combination of emerging Digital

Technologies designed to help clients increase customer satisfaction and loyalty while driving
down Total Cost of Ownership. Their Platform and Digital Technologies enable creative
customer engagement strategies that expand customer contact channels and bring innovative
self-service offerings. Focusing on innovative Customer Communication Channels, AI, Self
Help Technology, and Customer 360 Views, their services produce measurable results in
customer satisfaction and cost reduction.

Their Enterprise Automation Services help integrate disparate systems in a simple,

repeatable and scalable manner which drive increased efficiencies for their clients. Their
Automation and Robotics offerings not only improve quality and accuracy, but they also
decrease the legacy costs associated with these operations.

Their Platform Services support all industries and offerings across Sutherland’s
ecosystem.
Activity 2: Scenario – Building Workshop

Sutherland Global Services Inc., is a multinational Business Process Outsourcing

Company. It is one of the most prestigious and popular companies in the Call Center Industry.
It provides massive employment opportunities all over the world. The main job of a call center
agent is to obtain client information by answering telephone calls, interviewing clients, and
verifying information. Determines eligibility by comparing client information to requirements.
Establishes policies by entering client information, confirming pricing. Informs clients by
explaining procedures, answering questions, providing information. Maintains communication
equipment by reporting problems. Maintains and improves quality results by adhering to
standards and guidelines, recommending improved procedures. Updates job knowledge by
studying new product descriptions, participating in educational opportunities. Accomplishes
sales and organization mission by completing related results as needed.

As to qualifications, a call agent must possessed verbal communication skills, phone

skills, good listening skills, data entry skills, people skills, informing skills, customer focus,
customer service, and attention to detail, professionalism, and multi-tasking ability. It is true
that a job of a call center agent is not easy as it also requires patience, physical fitness, mental
and emotional concerns.

Based from the report of the Department of Health (DOH), there are 7 illnesses that
every call center agent faces due to the nature of their work.

1. High blood pressure. Stress, smoking and unhealthy eating and exercise habits contribute
to hypertension.
2. Respiratory problems. Because so many people move through contact centers, they’re
often breeding grounds for communicable diseases (such as flu and pneumonia) that cause
breathing issues.
3. Anemia. Studies show that working overnight shifts, which are common in contact
centers, can interfere with blood production. So overnight workers end up with iron
deficiencies.
4. Ear infection/acoustic shock. Ear problems can come from too much background noise,
sudden loud noises and constant loud voices on the phone.
5. Voice loss. Too much talking can lead to vocal cord strain. It’s better to listen more than
talk anyway.
6. Ulcer. Because it’s demanding work, agents often don’t take proper breaks and slow
down, leading to ulcers.
7. Carpal tunnel syndrome. Excess typing and texting lead to carpal tunnel problems.

QUESTIONS:

A. The anticipatory or “status quo” scenario that answers the question “If the present
situation continues, what will happen to the organization?”

While employment in the business process outsourcing(BPO) sector has meant

that young adults are reaching their career milestones and financial goals much earlier
than before, surveys and anecdotal evidence show that workers in the BPO sector
experience high levels of stress and its related disorders, primarily due to its
contemporary work settings. Safeguarding the health of youngsters employed in this
new, growing economy becomes an occupational health challenge to public health
 specialists. People or manpower is the bread and butter of every BPO company, so if
the majority of their employees get seriously ill, the whole operation might be affected
and it will become a loss in the part of the company.

Call center agents encounter significant stressors. They work in a distracting

environment, face high consumer expectations and experience pressure to meet
company standards. This pressure is compounded by the continuous expectation to
exceed performance metrics while their service quality is continuously scrutinized by
managers. All of these factors contribute to call center agent stress.

Stress has a pervasive effect on call center agents, their performance and their
attitude towards their job. The effects of stress they experience also have a detrimental
impact on the company. Stress within a call center not only affects the agent, but has a
huge impact on the call center itself as well as the company. Below are 5 effects of call
center agent stress on a company.

1. Lower customer satisfaction

Agents who experience a significant amount of stress at work are less effective,
professional and efficient. All have an effect on customer satisfaction.

2. Higher agent turnover rate

Agents who experience more stress at work are less satisfied with their work
environment and are more inclined to quit. One study reported a turnover rate of 40%
for call centers and more than a third of agents surveyed reported they left their job due
to stress related factors.

3. Increased cost associated with turnover

The average turnover rate in the call center industry is approximately 40% and
the estimated cost of turnover is $10,000 per agent. This is an enormous cost associated
with losing talented agents due to stressful work circumstances.

4. Decreased workplace efficiency

Call centers that are more conducive to stress have higher agent turnover rates,
agents who are less effective and teams that are less harmonious. This all translates into
decreased workplace efficiency.

5. Increased mental health care associated costs

According to the Bureau of Labor Statistics, workers who must take time off
work because of stress or anxiety will be off the job for an average of 20 days. This
agent absenteeism can have a huge effect on the company’s bottom line.

B. The exploratory or “better” scenario is also ask to be predicted, answering the

question, “Is there a better scenario for the organization?”

The business process outsourcing (BPO) industry has been around for decades now; it
has become one of the mainstays in the local economic landscape. In the Philippines, a call
center company – one of the most popular type of BPO – can employ more than 1000 people
to fill their jobs. Most of their applicants are fresh graduates, which improves the overall
employment rate in the country.

However, in the recent years, there has been a lot of censure in regards to the workload
and the effects of working in a call center, particularly because of its rising popularity.
Unfortunately, a number of it has negative implications, resulting in people hearing only bad
accounts about the business.

It is important to note, however, that there are several good things that come from this
industry; and this includes the following:

No Discrimination
Unlike other companies that have standards on the looks or the age of their applicant,
most call centers accept all kinds of people from all walks of life. It is a common occurrence
for anyone working in this industry to see people that are aged 18-60+ working there. This is
because of the fact that they don’t really care about what you look or how old you are. They
are mostly concerned about a person’s English proficiency, knowledge in general subjects,
typing speed, and his/her appropriate voice and tone over the phone. Some companies even
accept college dropouts for as long as they attended a little over 2 years in college and can
impress their employers with their skill set.

Faster Promotion
It’s a common occurrence in call centers that top performing employees get promoted
even if they haven’t been staying with the company for a long time. The secret to getting
promoted is to be a team player, know your stuff, study every material you have access to, and
do your tasks efficiently. You must be warned that a promotion is not only about having higher
income and more privileges; it also means more responsibilities for you to shoulder.

Teamwork Makes the Dream Work

The best thing about call centers is that they have their doors open to different kinds of people,
which means that you’ll be meeting different kinds of people. This is a chance for you to not
only make friends with them, but to also learn a lot of things from them. Similarly,
the workplace will never be boring due to the different personalities that make it up. Also,
establishing team spirit will never be hard because in most call centers, the agents are seated
close together, which makes it really easy to get to know each other. You must remember as
well that working closely with your team can result to a faster promotion, which is another
reason for everyone to really work well together.

Numerous Welfare and Benefits

One of the best reasons for people to choose to start working in a call center is the
numerous welfare and benefits being provided to them. These companies are known for being
generous with their employees. Most of them even provide them health care cards to ensure
that they stay in their optimum health. After all, they are aware of the sacrifices agents do for
their job. Furthermore, these companies have a strict compliance code to the Philippine
government, meaning that they provide the necessary welfare, such as SSS, Pag-IBIG, and Phil
Health, to their employees.
Growth and Skill Development
It is common knowledge that call center agents receive hundreds of calls every day.
Through the help of these calls, the agent has the chance to develop a variety of skills that they
need as professionals. Every call that an agent receives differs from one another; which will
definitely help them develop their interpersonal skills because behind every call is a person that
has their own personality. You’ll learn to adjust, adapt, and be able to effectively communicate
with every caller that you talk to.

Since call centers have evolved into something more complex than it was before, you’ll
also learn to use devices and gadgets that are necessary for agents. Also, since most calls that
they receive are for troubleshooting and helping the caller, agents can effectively develop their
skills in communication, active listening, negotiating, encoding, and problem solving.

Key Takeaway
Being a call center agent can be tough sometimes, though to be fair the same can be
said about other jobs and professions in various fields and industries. It really comes down to
what you want to prioritize the most; and some people put importance to the benefits of their
job.

Activity 3: Formulation of Interventions

It has been observed that call center workers are exposed to a volley of problems in all
three domains of health viz. physical, mental, and social, owing to their unique job
profile. Most of the studies, barring a few, have relied mainly on self-reported health status of
individuals without using any validated measuring tools for measuring their physical, mental,
and social health. Also, very few studies have used statistically sound methodology in conduct
of their studies and analysis of results, thus failing to give scientifically valid explanations for
possible reasons for poor health profile of call center workers. Thus, there is a need to conduct
bigger epidemiological studies for better understanding and to create a database for health
problems among call center workers. Sutherland Health Care Solutions Unit must be aware of
this and need to do some researches to understand the importance of the health aspects of every
call center agent needs.
There is also a need for distressing facilities like gymnasium, games, yoga, meditation,
library, and counselling facilities at the respective work places that need to analyze and give
focus by the Business and Development Department. Periodic health examination may be
required for early detection and treatment of psychological disorders and other lifestyle
diseases by engaging physicians, psychologists, psychiatrists, and public health experts. The
importance of having a stress-free and healthy lifestyle should be stressed upon through regular
IEC (Information, Education and Communication) activities.
Traditionally, public health physicians have concentrated mainly on the conventional
workforce for example, agricultural and industrial workers. With the coming up of new
occupations like call center workers , there is a need to concentrate on this significant workforce
and public health issues related to them as well.
 Republic of the Philippines
Tarlac State University
COLLEGE OF BUSINESS AND
ACCOUNTANCY
MBA/DBA Department
2018 - 2019 2nd Trimester
Tarlac City, Tarlac

MBA 501 – ORGANIZATION & MANAGEMENT

Elvira B. Mercado, DBA

CASE ANALYSIS AND INTERVENTION FORMULATION FOR “SUTHERLAND

GLOBAL SERVICES, INC.”

Magdalena B. Dasco
REFERENCES:

https://www.sutherlandglobal.com/

https://www.sutherlandglobal.com/services

https://www.sutherlandglobal.com/about-us

https://www.bloomberg.com/research/stocks/private/snapshot.asp?privcapid=370074329

https://www.payscale.com/research/PH/Job=Customer_Service_Representative_(CSR)/Salar
y/1f913664/Sutherland-Global-Services-Inc.

https://www.piton-global.com/blog/call-centers-philippines-daily-life-call-center-agent/

https://www.callcentrehelper.com/work-in-a-call-centre-12921.htm

https://call-center-bpo.jobstreet.com.ph/call-center-industry/call-center-life-of-a-call-center-
agent.htm