The document outlines the Philippines' BPO industry roadmap for 2010 with a focus on developing management talent. It discusses educating managers in BPO courses, recruiting through universities and selective hiring, and developing managers through training, rotations, and succession planning. It also covers retaining managers through competitive pay, career plans, flexible work, and diversity programs. The goal is to increase BPO employment to 900,000 people, revenues to $13 billion, and market share to 10% by focusing on management talent.

1. BPO Industry in the Philippines Creating Strong Management Talent

2. Outline Roadmap 2010 4 Focus Areas Educating the Management Talent Recruiting the Management Talent Developing the Management Talent Retaining the Management Talent

3. Roadmap 2010 Total Direct Employment of 900,000 USD 13 Billion in Revenues 8.5% in GDP 10% Global Market Share Employed 235,000 people USD 3.3 Billion in revenues Contributed 2% in GDP 5% share in the market 2006 2010

4. Education Development Recruitment Retention

5. Education BPO 101 Relating Management Courses to the BPO Industry

6. Recruiting the Management Talent Talent pool strategy rather than hire for specific positions Close relationships with leading business schools and universities Highly selective hiring Compelling ‘employee value proposition’; emphasis on global branding

7. Recruiting the Management Talent Focus on values and cultural fit, not just job-related skills and experience Continuous assessment of performance and potential Grading against competency profiles of successful leaders Use of talent inventories for selection/succession

8. Developing the Management Talent Leadership development is top priority and deeply ingrained in culture Promotion-from-within policy Continuous assessment of training needs/feedback (360 degrees) Individual development plans linked to succession planning process

9. Developing the Management Talent Job rotations and international transfers as career development tools Line manager involvement Use of open job posting system and internal talent marketplaces

10. Retaining the Management Talent Continuous monitoring of attrition rates Highly competitive compensation Personalized career plans Senior management attention Flexible working arrangements Diversity programs designed to develop, retain and promote diverse talent

11. Our deepest fear is not that we are inadequate. Our deepest fear is that we are powerful beyond measure. It is our light, not our dark that most frightens us. Your playing small does not serve the world. There is nothing enlightened about shrinking so that other people don't feel insecure around you. We are all meant to shine as children do. Its not just in some of us; its in everyone. And as we let our own lights shine, we unconsciously give other people to do the same. As we are liberated from our own fear, our presence automatically liberates others - From the movie Coach Carter