TMMS (TMMS Release 2.0 in current circulation) is the world’s first and the only dedicated-for-BPO set of standards defining systems, processes and practices for optimally managing human resources, talents and employees in a typical BPO service-provider organization. According to a 2007 BCI -IRSG report on talent management practices, the global BPO industry lost more than $ 5.0 billion USD because of causes linked to employees – attrition, underperformance, information thefts and ill-designed compensation programs. The report reinforced longstanding industry-view that extreme talent-dependence of the BPO service-provider industry makes it intrinsically unique and different from others and hence, adaptations, imports and customizations of management systems and practices from other industries perhaps delivers only incremental and short-term results. Easily, the TMMS filled the long-standing gap of BPO’s own, dedicated set of standards.

In fact, in 2008, the year in which the BPO Enterprise Certification Council (BECC) approved the TMMS (Talent Management Master Standards) - and the attendant BTMQ® series of certification – for the first time, the employee-attrition problem exploded out of India and attacked the BPO industries of other Asian countries. Needless to say, this challenge egged BCI to further strengthen the TMMS standards and include parameters related to micro-work environment as well, in the standards.

The Release 2.0 signifies verily the first global effort to configure even more solidly, the Talent Management practices in BPO entities around the unique talent- and psychographic profiles of BPO employees. In most ways, the Release 2.0 is a forceful BCI argument for hinging organization practices in BPOs around more “human”, glocal realities rather than on the more universalist, - what in BCI, is often termed as the “Hu-machine” format – something that optimistically believes that a human can be converted into a “precision delivery”, “zero defect” output “machine” using processes alone. 



Structurally, the Release 2.0 comes with several critical changes that sharpen even further the focus on the Talent Management differences between classic IT firms and those offering BPO services globally. One major vector in which the Release 2.0 exhibits considerable beefing-up is Talent Transformation. Several standards have been added to unequivocally enunciate the now well-established need for BPOs to have policies, processes and best practices that creatively facilitate “actual/ real” job enrichment and career growth of employees. The PRIDEScan® model, that distinguishes the TMMS® remarkably from all other standards, has undergone a major facelift in terms of HOW the 10 Talent Management (‘TM) Junctions are Scanned from the FIVE integral PRIDE perspectives.  Standards-bits have been introduced for the first time to also link talent-transformation and talent-performance effectiveness with hygiene factors and work climate. The stress on Talent Transformation in the new TMMS® Release 2.0 is reflected by the fact that Talent Transformation is now included as an integral TM Quality Junction in both the versions (BTMQ-07® and BTMQ-10®) – to take care of the needs of a rapidly rising “species” of “marquee” BPOs that play in high-value market niches; service big-ticket clients and have workforce with evolved career aspirations.

The TMMS Release 2.0, addresses 10 critical strategic, process, and environment dimensions and prescribes standards across more than 150 parameters that impact metrics, practice and products of Talent Management effectiveness in a typical BPO organization. Experienced BTMQ® Audit & Implementation Partners (BIAPs) specially trained on the TMMS10 - Release 2.0, manage the entire audit, assessment and implementation cycle. The BCI Talent Systems Audit Group (TSAG) plays the role of the lead-facilitator and in some cases implementer of these projects.