Case study: How Teleperformance promotes employee development
With presence in 80 countries and over 40 years of experience in connecting brands with their customers, Teleperformance is transforming to become a global leader in digitally integrated business services. Teleperformance is also committed to being an employer of choice in each market it serves, with dedicated programmes spanning employee engagement, well-being, and training and development.
This case study is based on the 2019 Integrated Report by Teleperformance published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.
Abstract
Employees are the cornerstone of Teleperformance’s success. Accordingly, Teleperformance invests heavily in employee training and career development, with 69% of non-agent positions filled internally. Tweet This! In order to promote employee development Teleperformance took action to:
- implement a Cloud Based Talent Platform
- apply the JUMP! Programme
- launch Teleperformance University
- establish Teleperformance Academy
- create Teleperformance e-Institute
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With this case study you will see:
- Which are the most important impacts (material issues) Teleperformance has identified;
- How Teleperformance proceeded with stakeholder engagement, and
- What actions were taken by Teleperformance to promote employee development
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What are the material issues the company has identified?
In its 2019 Integrated Report Teleperformance identified a range of material issues, such as data security, employee engagement, diversity & inclusion, ethics & compliance, well-being at work. Among these, promoting employee development stands out as a key material issue for Teleperformance.
Stakeholder engagement in accordance with the GRI Standards
The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:
Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.
Key stakeholder groups Teleperformance engages with:
| Stakeholder Group | Method of engagement |
| Employees
| · Annual Employee Satisfaction Survey (E.Sat) · Regular “Chats with CEO” and focus groups · Continuous dialogue through Intranet · Coaching · Performance reviews |
| Clients | · Client Satisfaction Surveys (K.Sat) · RFPs · Strategic Account Management · Events · Website |
| Final customers
| · Systematic Customer Satisfaction Surveys (C.Sat) · Omnichannel interactions |
| Shareholders
| · Continuous dialogue through investor meetings · Roadshows · General meetings · Financial reporting · Face-to-face ESG meetings with 41.5% of the capital |
| Communities
| · Regular voluntary work · Job fairs · Partnerships with public administrations and NGOs · Industry associations |
How stakeholder engagement was made to identify material issues
To identify and prioritise material topics Teleperformance carried out a materiality analysis, involving more than 50 internal and external stakeholders in the consultation process.
What actions were taken by Teleperformance to promote employee development?
In its 2019 Integrated Report Teleperformance reports that it took the following actions for promoting employee development:
- Implementing a Cloud Based Talent Platform
- As part of its commitment to employee development and high-tech, high-touch solutions, Teleperformance has been piloting the implementation of a Cloud Based Talent Platform. 50,000 users from the Philippines, Mexico and Egypt used the platform in 2019 and its success has resulted in global deployment in 2020. The platform will not only act as a Learning Management System, but also become a full Talent Management platform. It will enable appraisals, goal setting, succession planning and enhance a real-time communication process to reach all employees.
- Applying the JUMP! Programme
- JUMP! is a development programme exclusively designed for Teleperformance to identify and prepare high-potential employees to take on leadership positions in the company. The programme prepares employees to become leaders: from agents to supervisors, from supervisors to coordinators and, finally, from coordinators to managers. JUMP! is a dual training programme offering both technical and behavioural training, as well as personal development planning.
- Launching Teleperformance University
- Teleperformance University is an executive programme comprised of two tracks. The first is focused on the Group’s high-tech, high-touch strategy and candidates must complete a mix of face-to-face courses in four of the Group’s best-in-class locations and e-learning training sessions. The second track requires the completion of a Six Sigma Green Belt project to apply what was learned in track 1 and drive real value back into the organisation. In 2020, 40 executives, from multiple countries and all functional areas of the Group, participated in the programme.
- Establishing Teleperformance Academy
- Teleperformance Academy is a facility exclusively designed for training initiatives consisting of buildings with bright classrooms and spaces with natural lighting, equipped with individual and modern tools to support the learning process.
- Creating Teleperformance e-Institute
- Teleperformance e-Institute provides e-learning training to all management staff (supervisors, platform managers, operations directors, etc.). In 2019, Teleperformance used three leading e-learning platforms accessible anytime and anywhere – e-Institute, Saba and Skillport.
Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?
The GRI Standards addressed in this case are:
1) Disclosure 404-1 Average hours of training per year per employee
2) Disclosure 404-2 Programs for upgrading employee skills and transition assistance programs
Disclosure 404-1 Average hours of training per year per employee corresponds to:
- Sustainable Development Goal (SDG) 4: Quality Education
- Targets: 4.3, 4.4, 4.5
- Sustainable Development Goal (SDG) 5: Gender Equality
- Targets: 5.1
- Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
- Targets: 8.2, 8.5
- Sustainable Development Goal (SDG) 10: Reduced Inequalities
- Targets: 10.3
Disclosure 404-2 Programs for upgrading employee skills and transition assistance programs corresponds to:
- Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
- Targets: 8.2, 8.5
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References:
1) This case study is based on published information by Teleperformance, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original, please revert to the original on the Global Reporting Initiative’s Sustainability Disclosure Database at the link:
http://database.globalreporting.org/
2) https://www.globalreporting.org/standards/gri-standards-download-center/
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