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The Pareto Principle

The Pareto Principle states that, in most instances, 80% of effects come from 20% of its causes.
It was named after the Italian economist Vilfredo Pareto, who observed that 80% of land in Italy
was owned by 20% of the population.
We might have heard your CEO say that 80% of your company's sales come from 20% of your
customers, or that 80% of your companys revenues come from 20% of your product line (i.e.
one or two blockbuster brands make up the companys cash cow). It is amazing to note that
these results can be found across different industries and have been proven from time to time.
The magic with the 80-20 rule is that it helps us make a lot of things predictable in this
unpredictable world (and as they say, the more control yielded, the more power gained).
The Pareto Principle means that if 80% of your company's sales come from 20% of our
customers, then it makes sense to devote your time to the 20% to make more money (like telco
companies, 80% of their revenues likely come from the 20% highest-paying customers on
postpaid accounts).
From a Pareto Principle perspective, I teach my team leads should be spending more time with
the top 20% of clientele because they will likely yield more than half (thats 80%) of my sales.
They should be talking longer to these clients, probing what will keep them loyal to our
products or businesses, and offering them better than ever customer service.
In other aspect of my work life, I love the application of Pareto Principle! When I list down 10
things I need to do for the week every Monday morning, I notice that 20% of it are those that
will truly help me achieve 80% of my objectives the rest can be postponed to another week,
or can be delegated to another person who can also do it.
Most of us get anxious crossing out every single item that needs to get done in our list, but we
fail to recognize which of them are really important in our lives. At work, my philosophy as a
manager when it comes to prioritizing whats important and whats not among my tasks is to
always ask the question: Am I the only person who can execute this task in the company and
yield the results that I want?
If the answer is a confident no, then that means that the task can be delegated to someone
else. Move on, and spend my time on something that will move my things-to-do list.
I also notice that 20% of my time at work (usually between 10am-12pm or 3pm-5pm) are my
most energetic and productive times the same reason I schedule my critical presentations
Pareto Principle is really for making my life easier!
I have over 10 years of experience in BPO, of which 9 years in managerial and
director function handling call center management and operations. Started my
career in BPO in 2014, my operational strength has helped Pacifichub build and
retain long standing relationship with global clients. As operations manager, I
have established and maintained a sound operational system that is based on
client needs and continuous improvement in order to effectively maximize
customer satisfaction, revenue and maintain competitive edge. I managed and
designed productivity programs for the division in order to build awareness
among my team members with continuous improvement.
Being the manager of the highest revenue generating program of the company, I
have Increased annual revenue from 24M to 240M by establishing strategies to
improve performance (productivity programs and performance enhancement
plans) and operational initiatives (commission schemes, escalation procedures,
SPIF designs, etc) earning revenue that shares almost 67% of the over-all total
gross income of the company.
Ive also successfully identified and resolved operational performance issues by
tactical approach such as benchmarking, trending analysis, behavior of sales,
database strategy and management and motivational approach, resulting in
85% program growth.
After almost 6 managerial experience, I was promoted to Director of Operations
in Phub in 2010. I Drove call center metrics for the company and managed
companys overall Operations, supervised Operations Managers and Shift
Managers, Program Managers/Account Managers on behalf of Company and its
Clients. As director of operations, I oversaw systems, processes, metrics and
policies and designing and implementing plans to support operations. I handled
capacity planning, project management, service training, stretched targets,
process improvement and solutions implementation. In the same year in 2010,
I saw an opportunity to step out of my comfort zone; I joined Mitel Global
Solutions, Inc. as Operations Director. I spearheaded the company, managing
the whole working environment in the center. I established strategies and
managed company budget and financials, drove performance, provided goal
setting and created company procedure and policy and monitored the over-all
company to ensure results. I conceived innovative operational strategy that
increased company revenue by 87% after 10 months of Operations and
significantly increased headcount and revenue generators by 88% resulting to
marking us as the #1 vendor in terms of revenue and headcount in the
Philippines, as regarded by our biggest client.
Then after a year of Operations, in 2011, I co-founded Pentagon Worldwide. I
was also the center director who led operations and strategic direction with full
responsibility for bottom-line factors, including long-range planning, global
product management and process development. Provided cross-functional
management, directed Operations Managers, Shift Managers and Program
Managers; general oversight of 250 employees. I redefined organizational
structure and oversaw major pricing decisions and performed monthly financial
evaluation of company results. I created a more responsive and revenue-driven
organization resulting to increased sales by 89% after a year Operations. I
substantially improved productivity while reducing staffing and operational cost
by 20%. I effectively led and managed international projects to proven results
across multiple line of business process outsourcing including Fortune 500
companies (two of the giant broadcast and satellite service providers, and one
of the leaders in telecommunication services AT$T, DirecTV and Dish. Then it
was in 2013 when the company had restructured the organization because of
new board of directors. My position is one of the affected, besides theyre
cutting back so I have to give up my position. I was rehired by Pacifichub as
Senior Manager for Operations to handle their daytime programs. I accepted a
lower post because I was confident I will be one of the best contenders once
Director Position opens up again. In my last employment in PacificHub my role
consists of
Then in July 2013, my health suffered due to infection in my lungs and heart. I
filed for a prolonged vacation, as I needed to focus on my health. I planned on
going back to work in the early of 2014 but my long term client in the past has
given me opportunity to just engaged in the business of giving expert advice,
brokering their program and selling it to centers in the Philippines. I
successfully closed two centers, though I was not locally employed I get a good
pay, I get % in their invoices for the referral fee and for helping the centers from
design stage till implementation period and carry out diligence on project
management to sustain successful calling and to manage performance to ensure
improvement and profitability of the account.
I started repositioning my vision just recently as I know how to find what I love.
I am convinced that my calling is in Operations. Vendor management is such a
good opportunity but not as exciting and challenging as working in Operations,
having an overriding purpose which is clearly visible and which teaches lessons
beyond winning! Now my legs go in _______direction, my heart and my head
follow quickly behind.

How do you manage your attrition?
A high rate of attrition or manpower turnover means increased recruiting,
selection and training cost. What should we do? We build an efficient retention
strategy. Retention is not a onetime affair. We do it all the time, it is a multiple
approach in making people stick to the company.
I have listed 10 steps to do this:
1. Perform first comprehensive analysis analyze exit interviews data, identify
the positions / teams where the highest attrition rate is, analyze the reasons for
increasing level of attrition and of course make a plan to prevent the most
common reasons to leave the company.
2. Conduct satisfaction survey make research on all possible reasons for
employees to leave the company in the future, identify key employees
expectations, then perform analysis what is the environment like? -- Make a
plan of activities to perform at the workplace to increase employees
satisfaction and loyalty.
3. Pay attention to employees since the first day implement an effective
onboarding program, develop a checklist of topics that need to be covered,
clearly define roles and responsibilities and let employees know what is
expected of them.
4. Weave constant development in the teams development doesnt just mean
training, it includes stretching jobs, coaching and mentoring.
5. Differentiate and affirm people recognize and reward them.
6. Provide adequate advancement opportunities to foster employee loyalty,
implement a career ladder and make sure employees know what they must do
to earn promotion, conduct regular performance reviews to identify their
strengths and weaknesses and help them improve in the areas that will lead
them to job advancement.
7. Provide coaching on interpersonal skills cultivate a culture of appreciation,
giving employees feedback and recognition.
8. Include Fun and Collaboration at work concepts
9. Perform exit interviews provide the best tool to get a realistic and unbiased
feedback, involve the managers and team leaders in the interviewing process.
10. Follow up to make sure the preventive actions happen.
Core Values
Values, Core Principles, Mantras and Work Philosophies that I continue to uphold could not be
said better, enabling my nature and instinct to be a winner in every endeavor.