Great Workplaces™ Care in Action –
Teleperformance Philippines

Xyris Tapia - Author

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Employees’ Safety Always Comes First

At the onset of the COVID-19 epidemic in early February, Teleperformance Philippines, a worldwide leader in outsourced omnichannel customer experience, activated its Business Continuity Plan to address key operational areas such as human capital protections, process and business functions, client management, and organizational communications.

They immediately organized a COVID-19 response team responsible for establishing preventive guidelines to ensure the safety of employees in each of their 21 sites across the Philippines. Among the measures taken were frequent disinfection of facilities including common areas and individual workstations; distribution of supplies such as hand sanitizers, liquid soap and surgical masks; separate waste disposal bins for used supplies or worn materials; and screening of everyone entering a Teleperformance facility for elevated body temperatures using reliable scanning equipment.

In compliance with the Enhanced Community Quarantine, work-from-home capability was activated where possible, social activities were suspended, over 100 shuttles were deployed nationwide to ensure safe and effective travel to and from their sites, and a travel prohibition policy was put in place to ensure team members wouldn’t get stranded away from their families. Scattered seating and physical distancing were enforced to increase the amount of personal space for each employee who is still able to report to the Teleperformance site safely.

A Big Teleperformance Family

Like many others, the quarantine disrupted many of their employees’ daily work schedules. Transportation restrictions and strict lockdown regulations in certain communities meant that some associates were unable to report for work, and as a result, their salaries were impacted. The company’s response to ease the financial burden included the release of financial benefits such as prorated 13th month pay and leave conversions, as well as communicating and assisting with available government loan mechanisms.

For those who volunteered to report for work onsite, Teleperformance offered premium incentives such as complimentary full board meals, sleeping arrangements, and free laundry service, as well as a guaranteed salary deferential. The shuttle fleet was also bolstered to serve their people, and maintenance and cleaning of these shuttles was strictly supervised.

With no stone left unturned, Teleperformance has also provided a 24/7 hotline which employees can call for concerns and inquiries. Social media channels have been kept available, and frequent employee communications and updates are being delivered through numerous channels, including the employee intranet, newsletters, SMS blasts, emails, and both digital and printed bulletin boards.

Overseeing all these efforts is the COVID-19 Enterprise Committee, comprised of senior leaders across all functions of the organization. They meet daily to monitor the COVID-19 situation and provide support and direction to mitigate challenges and relay developments. They proactively share best practices and disseminate accurate data to the Teleperformance community.

“Let’s take care of each other. Let’s be human together. And let’s remember that no one within our
extended Teleperformance family is facing this crisis alone”.
— Daniel Julien, Teleperformance Chairman and CEO

Commitment Shining Through

As shared by many members of the Teleperformance family, the COVID-19 crisis revealed the depth of adaptability, flexibility, and collaboration that they were all capable of. People from different teams pitched in together, went beyond the normal bounds of their roles, and volunteered to assist in completing different tasks. Operations and Support leaders helped in sourcing supplies that the Facilities team needed for the sites. Many volunteered to deploy workstations and transport logistics. Some chose to endure being away from their families throughout the quarantine period. 

“All hands are on deck, and yet to our amazement, we
continue to prevail over the challenges posed by these trying times,” 

-Hector Miranda, Organizational Development Manager for Teleperformance Philippines.

Indeed, teamwork, camaraderie, trust and commitment are pulling Teleperformance through this crisis, and with the teamwork the Teleperformance family has exhibited, they are confident that COVID-19 will make  Teleperformance an even greater place to work for all.

Xyris Tapia - Author
Xyris Tapia

Xyris loves to look at life through a broader lens. She is a certified bookworm, occasional writer, intrepid traveler and design enthusiast. She likes to create and breathe vibrancy to things. When not organizing events, she is a content contributor for GPTW PH and likewise handles corporate matters. A happy wife and a doting mom, she finds joy in unique experiences and believes that everyone has the potential for greatness.

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Philippines Best Workplaces™ 2024 Methodology

Employees respond to over **60 survey questions** describing the extent to which

their organization creates a great place to work For All™️.

85% of the evaluation is based on what employees say about their experiences of trust and reaching their full human potential as part of their organization, no matter who they are or what they do.

Great Place to Work® analyzes these experiences relative to each organization’s size, workforce make up, and what’s typical in their industry. The remaining 15% of the rank is based on an assessment of all employees’ daily experiences of innovation, company values, and the effectiveness of their leaders to ensure these are consistently experienced.

To be considered, companies had to meet the Great Place to Work-Certified™

standard. Trust Index©️ survey results are accurate to a 95% confidence level with a 5% margin of error or better to ensure the survey results truly represent all employees.

We review any anomalies in survey responses, news and financial performance to ensure there aren’t any extraordinary reasons to believe we couldn’t trust a company’s survey results.

Companies with 10 to 99 people were considered for the Small category.

Companies with 100 employees or more were considered for the Medium category.

Companies exceeding 1,000 employees were considered for the Large category.

ABOUT OUR METHOLOGY​

To be eligible for the World’s Best Workplaces list, a company must apply and be named to a minimum of 5 national Best Workplaces lists within our current 58 countries, have 5,000 employees or more worldwide, and at least 40% of the company’s workforce (or 5,000 employees) must be based outside of the home country. Extra points are given based on the number of countries where a company surveys employees with the Great Place to Work Trust Index©, and the percentage of a company’s workforce represented by all Great Place to Work surveys globally. Candidates for the 2017 Worlds Best Workplaces list will have appeared on national workplaces lists published in September 2016 through August 2017.

ABOUT OUR METHOLOGY​