NMP - December 2016 - 76


strategies that get you to the goal post

business partner's commitment
to updated rules and product
roadmap that continue to stay
ahead of the curve.
Talent management
Business Process as a Service
(BPaaS) is taking a front seat in
many growth strategy plans. In
order to grow you need more
talent integration. Switching
products and expanding a
geographic footprint require
qualified associates. To manage
costs you need a balanced and
variable cost model. This all
points to identifying the right
services to have handled by a
vendor partner. The right BPaaS
partner will have growth
strategies that are a step ahead
of yours. The technology serving
as the foundation for the service
is a key component in identifying

expense of a full design and
development team.

continued from page 75

whether the vendor has a vision
that will align with and support
your strategy. Talent
management is not only growing
the team from within, but
establishing a partnership to
support the perimeter. The
foundation of a successful
growth strategy involving
expansion requires a readily
trained team and systems
capable of handling the change.
Lenders who plan to build a
team internally are investigating
the right size learning
management systems and
developing customized learning
programs. Recordings from on
line meeting applications make
up almost 75 percent of training
development today because
they're easy to use. However, as
the volume of content grows,
lenders are finding this is not a

sustainable plan to properly
manage content that can
measure results. Recordings
quickly become outdated and
are time consuming to update. In
addition, they are very limited in
their ability to validate the
learner's retention and
proficiency. Instead companies
are embracing the value of
developing customized eLearning in "nuggets," through a
third-party provider with variable
costs that are lower than the

Achieving balance
The capital expenditures can be
significant in order to remain
competitive. The consumer is
driving the need for continuous
improvement and the agencies
want it all documented. A healthy
balance sheet from the 2016
rush to refinance should include
enough reserves to weather the
expected market changes in Q1
2017 and invest in a growth
strategy that takes advantage of
the digital mortgage world that is
here today.

Alice Alvey is senior vice president at Indecomm, leading
the Indecomm-Mortgage U division, Internal QA,
Compliance and the Software as a Service (SaaS)division.
Prior to joining Indecomm-Mortgage U, Alice was
president and co-founder of Mortgage U Inc., a mortgage
training and consulting firm. Alice can be reached by email at Alice.Alvey@Indecomm.net.

DECEMBER 2016 n National Mortgage Professional Magazine n

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Table of Contents for the Digital Edition of NMP - December 2016

Contents
NMP - December 2016 - Cover1
NMP - December 2016 - Cover2
NMP - December 2016 - 1
NMP - December 2016 - Contents
NMP - December 2016 - 3
NMP - December 2016 - 4
NMP - December 2016 - 5
NMP - December 2016 - 6
NMP - December 2016 - 7
NMP - December 2016 - 8
NMP - December 2016 - 9
NMP - December 2016 - 10
NMP - December 2016 - 11
NMP - December 2016 - 12
NMP - December 2016 - 13
NMP - December 2016 - 14
NMP - December 2016 - 15
NMP - December 2016 - 16
NMP - December 2016 - 17
NMP - December 2016 - 18
NMP - December 2016 - 19
NMP - December 2016 - 20
NMP - December 2016 - 21
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NMP - December 2016 - 24
NMP - December 2016 - 25
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NMP - December 2016 - 49
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NMP - December 2016 - Cover3
NMP - December 2016 - Cover4
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