Why BPOs Need Inside Brand Ambassadors to Inspire Career Growth?

Ever wondered why so many promising internal opportunities go untouched?

A few weeks ago, I had an interesting conversation with a Senior Vice President of a BPO. He shared one of his biggest frustrations: despite plenty of open positions and career growth opportunities, employees aren’t applying for promotions. There are plenty of open IJPs, but hardly anyone’s interested. Sound familiar?

This isn’t unique to his company either; it’s a trend we’re seeing across the industry.

This raised a question that’s both concerning and thought-provoking: why aren’t people applying for internal promotions? Don’t they want career growth or higher income? Are they avoiding responsibility? Or is something else holding them back?

In reflecting on my own experiences across BPOs and Captive centers, I believe that it’s not just about reluctance to move up the ladder - there are deeper, structural issues at play.

1. Lack of Role Models and Positive Examples Over the years, I’ve seen a common theme: many frontline employees only know their direct supervisor or, at best, the Operations Manager. For most agents, the company is a reflection of what they see every day—and that’s usually their team leader. The VPs, the Directors? They’re barely visible to the people on the phone. I’ve interviewed hundreds of experienced BPO agents in recent years, and almost none could name anyone higher than their Operations Manager. Yes, they can recognize the names of the country heads or CEOs if I name them, but nothing in between. For them, the reality of "success" in the company is what they see. If agents see their team leaders and managers constantly haggard, stressed, and maybe even complaining, can we blame them for not aspiring to move up? Imagine a scenario where a Team Leader starts each day with a fresh attitude and shares quick wins or positive updates. This small shift alone can change how the team views their role.
2. A Perception of BPO as a ‘Stop-Gap Job’ Even though BPOs create thousands of jobs and play a major role in the global economy, many people still see these jobs as a “stop-gap” rather than a long-term career. This perception limits commitment. Without seeing examples of people who’ve built long-term, meaningful careers, agents can’t visualize a future here. Changing this perception isn’t easy, but it’s essential to making the industry an attractive career choice.
3. Disconnected Leadership Stories Ironically, many top leaders in the BPO world started out in entry-level positions, working their way up through the ranks. But these success stories often don’t make it to the front lines. Without those personal success narratives, agents don’t see that growth is achievable, and the idea of “career progression” becomes abstract. Agents need more than just a general notion of growth—they need to see and hear from those who’ve climbed the ranks, understand their journey, and learn what’s possible.

Changing the Narrative: Inspiring Growth from the Ground Up

To shift this mindset, we need to do more than post on LinkedIn or hand out awards at corporate events—agents aren’t looking there for inspiration. Instead, we need inside brand ambassadors—leaders who connect on a personal level and share their stories in relatable ways.

1. Empower Team Leaders to Set Positive Examples Since team leaders are the daily point of connection for agents, supporting them with resources to avoid burnout, providing regular feedback, and recognizing their efforts is essential. When team leaders feel valued, they’re better able to set a tone that others will want to follow.

2. Bring Leaders to the Ground Leaders can make themselves visible by participating in informal interactions—team huddles, occasional walk-throughs on the floor, or even casual virtual chats for remote teams. When a Director stops by, or a VP joins a huddle, it makes leadership feel accessible.

3. Share Success Stories Regularly Senior leaders should share their personal career journeys, but not as a one-off. Consider doing “coffee chats” or mentoring sessions where leaders talk about their paths and the challenges they’ve faced along the way. These stories need to be part of everyday conversation—not reserved for big events.

Reimagining the BPO Industry

I’d love to see a time when a new graduate says, “I want to build my career in the BPO industry.” Imagine if that became the norm—where a job in BPO isn’t seen as temporary, but as a career that’s dynamic, rewarding, and respected. But to get there, we need to bridge this gap, tell the stories, and show people that growth is not just possible but encouraged.

If jobs in BPOs are recognized as long-term, dynamic careers, we might see stronger retention, higher satisfaction, and a sense of pride across the industry