Trascom Worldwide is the largest supplier of CRM services in Europe with 32 Customer Management Centers that provide services in 17 countries in Europe.
Trascom Worldwide is the largest supplier of CRM services in Europe with 32 Customer Management Centers that provide services in 17 countries in Europe and a staff of more than 7,700 employees that develop campaigns for more than 80 customers in 38 different languages. Transcom was founded in Spain in 2001, and in 2003 it took over the management of call centers for Grupo Banco Santander. It currently has 4,000 employees. Since then, Transcom’s business volume has increased significantly, not only in the financial services sector (call centers of BBVA) but also in the telecommunications industry (Orange). It has an ample experience in three lines of business: customer relationship management, legal services and collections.
The characteristics of the Call Center sector require agile, skillful employee management in order to take into account in the best possible way the continual changes that occur in this market. One of the customer’s needs was to be able to directly access its personal data in order to obtain the information necessary for decision-making and cost analysis, and in order to optimize and unify the personnel management system through outsourcing and by using a powerful, flexible and secure tool, which enables the handling of personnel administration and preparation of costs in an effective and reliable manner.
For Trascom it was also necessary to integrate this system with other internal management tools (Tusman, SAP).
Outsourcing of payroll of level 3. 20 users connected to Milena Personal, 4,000 users of the employee portal, and 4 users connected with the Control Panel. The project is planned in 3 phases of operational startup, which are defined by centers:
In each one of the phases an adaptation period and a detailed analysis was provided in order to facilitate the adjustment of procedures, thus improving personnel management at the global level at all centers.
Seresco was chosen due to its extensive experience in payroll outsourcing and its service center prepared to meet to this type of needs while pursuing the highest-quality service, which has permitted us to achieve the planned objectives.
In the words of Javier Durán, responsible for the Transcom implementation project
“We have been thinking about changing the payroll processes and procedures for a long time and weighing whether to handle them internally or continue with the outsourcing process that has been underway since Transcom set up in Spain.”
Since it opened, Transcom has witnessed various acquisition processes, opening of centers, unifications of projects, and various complex situations that have obliged us to unify all policies in only one policy. But all these changes cannot be made without a certain security, since we are speaking of the payroll of all companies employees, and everything that comes with it.
Once we decided against handling payroll internally, we started to search the market for different outsourcing providers, who offered us not only a guarantee of consulting, implementation and follow-up, but also an efficient human team and a tool with sufficient capacity for adapting itself to our needs.
After numerous meetings, visits, evaluations, etc, we decided to choose Seresco, given its experience and the security of having a tool like Milena.
From the start, the consulting company always correctly assessed our needs, and it was able to computerize the majority of the processes. In this manner, by extracting the necessary information that we already had in the Transcom system, it was not necessary to make additional records for the processes of registration and deregistration of employees, variables in the payroll and even modifications in the employment relationship. Another point in its favor was the high degree of customization that Seresco offered. They met Transcom’s needs at every point, if not using automatic notifications, then with alerts, or by using an interface between computer programs, or by setting parameters.
In order to avoid a radical change at all work centers, a decision was made to make the transition in stages, and the pilot project for this was León. With a staff of nearly 600 employees at that time, the first payroll that was launched was the payroll for the month of August 2011. And it was a complete success. Afterwards, in October of the same year, Seville was launched with a staff similar to that of León, and finally, in January 2012, the same was done with the 3 centers in Madrid and a small center in Barcelona.
It was not feasible for Transcom to access the data of all its employees in real time until the implementation of the outsourcing service. The capacity to consult the data in this manner has enabled more agile decision-making, which is vital in a sector like this one, where every second counts.
From the employees’ perspective, the option of seeing the payroll statement from any place with Internet access, of modifying personal data or of printing out the tax withholding certificate is an added value that they have enjoyed since implementation.
The company’s internal evaluation can be said to be total satisfaction with the tranquility of having made the right decision.