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60

Days

Process Manager
call center

plan
60Days
1week

=
=

9weeks
1step
1

understandings
Understanding the Business
Business Expectation & Requirement
x Volume to completed in x time with High Quality and High CSAT

analyzing process performance
•
•
•

team leader performance
SME or team coach performance
agent level performance
1

team
performance

2

top performer

top
team, 5
0%

average
team, 2
0%

average performer
bottom performer

performance
category

bottom
team, 3
0%

volume
proportion

initially, focus on average performers, they might fall
down to increase bottom performer bucket size
average performer

1

2
focus group
efficiency is <90%

quality is >90%

quality is < 90%

CSAT is >90%

CSAT is < 90%

UPH target Met% is >90%

UPH target Met% is < 90%

monitor
•
•
•
•

non-productive hours
net productive worth
unit processed per hour
quality scores

action plan
•
•
•
•

aux adherence
uph analysis
new uph target
quality sessions

2weeks

monitoring

bucket 2

efficiency is >90%

bucket 1

bucket 2

bucket 1

top
performer

team
performance

monitor the population
falling from bucket 1 to
bucket 2 and
population falling from
bucket 2 to top
performer group
bottom performer

3

who are they
•
•
•
•
•

Process less volume 30%
Low quality score
Low CSAT%
UPH target not met
Absenteeism

there are the agents who
are in bottom performer
team but they are top
performers, they are
because their ratio in a
team is less than the low
performers.

monitor
•
•
•
•

non-productive hours
net productive worth
unit processed per hour
quality scores

action plan
•
•
•
•

aux adherence
uph analysis
new uph target
quality sessions

bottom
performer

2

2weeks

monitoring

top
performer

team
performance
average
performer

1

monitor the population
falling from bottom
performer bucket to
average then to top
performer bucket, Focus
the team quality and
volume
3

1

2

4

functional
performance

inventory management
focusing forecast accuracy
focusing headcount & attrition
retention plan
seasonal impact on volume
backup plan
employee retention plan
3

1

2

5

scope of
improvement

4

average team performer

bottom
team, 30%

after 2 weeks of monitoring

x% of population improve and
falling into top performer bucket
lets say 15% of improvement
analyze rest 5% of unimproved population
brainstorming on rest 5%
• x% of 5% had system issues
• y% of 5% had quality issues
• z% of 5% had efficiency issues

average
team, 5%

top
team, 65%
3

1

2

5
4

quality
Improvement

6

plan

agent process knowledge penetration rate%
sme/tc process knowledge penetration rate%

sme/tc for query

what percentage of agents seek to
drill down of query mix
• query (level 1)
• sub-query (level2)
• sub – query (level 3)

quality session plan for
subjective & objective queries
3

1

2

7

5
4

6

bottom team performer

after 2 weeks of monitoring

scope of
improvement
bottom
team, 10%

x% of population improve and falling into
average
team, 5%
top & average performer bucket
lets say 15% of improvement fall into top performer
bucket 5% into average performer bucket
5% of average performers fall into top performer bucket

analyze rest 10% of unimproved population
• x% of 10% had system issues
• y% of 10% had quality issues
• z% of 10% had efficiency issues

top
team, 85%
3

1

2

7

5
4

6

8

team handling

root cause analysis of team leader
issues to handle team

x% says that they cant handle a new team because they are new
aligned experienced team leader to the new team to handle
y% says that they have shift adherence issues as they are only girls in
their team and they cant do night shifts
aligned most females in day shifts than boys
z% says that they always have system issues in their shift
co-ordinate with technology team to get it resolve
x% says that their smes’ or team coaches are mostly on
production hence 100% mentoring is not successful
quality session plans for agents so that no dependencies of smes’

finding

root causes
3

1

2

4

9

7

5
6

8

now since

value add
to process

95% of client requirement meet
meeting process excellence level
meeting quality and csat level

value add

with less headcount can we increase efficiency
with high efficiency can we increase quality
with high quality can we increase volume

Impact of value add in process
grooming team team leader, sme, team coaches
and agent for next level
thank

you
@saurabhdellaram

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60 days call center manager plan

  • 3. 1 understandings Understanding the Business Business Expectation & Requirement x Volume to completed in x time with High Quality and High CSAT analyzing process performance • • • team leader performance SME or team coach performance agent level performance
  • 4. 1 team performance 2 top performer top team, 5 0% average team, 2 0% average performer bottom performer performance category bottom team, 3 0% volume proportion initially, focus on average performers, they might fall down to increase bottom performer bucket size
  • 5. average performer 1 2 focus group efficiency is <90% quality is >90% quality is < 90% CSAT is >90% CSAT is < 90% UPH target Met% is >90% UPH target Met% is < 90% monitor • • • • non-productive hours net productive worth unit processed per hour quality scores action plan • • • • aux adherence uph analysis new uph target quality sessions 2weeks monitoring bucket 2 efficiency is >90% bucket 1 bucket 2 bucket 1 top performer team performance monitor the population falling from bucket 1 to bucket 2 and population falling from bucket 2 to top performer group
  • 6. bottom performer 3 who are they • • • • • Process less volume 30% Low quality score Low CSAT% UPH target not met Absenteeism there are the agents who are in bottom performer team but they are top performers, they are because their ratio in a team is less than the low performers. monitor • • • • non-productive hours net productive worth unit processed per hour quality scores action plan • • • • aux adherence uph analysis new uph target quality sessions bottom performer 2 2weeks monitoring top performer team performance average performer 1 monitor the population falling from bottom performer bucket to average then to top performer bucket, Focus the team quality and volume
  • 7. 3 1 2 4 functional performance inventory management focusing forecast accuracy focusing headcount & attrition retention plan seasonal impact on volume backup plan employee retention plan
  • 8. 3 1 2 5 scope of improvement 4 average team performer bottom team, 30% after 2 weeks of monitoring x% of population improve and falling into top performer bucket lets say 15% of improvement analyze rest 5% of unimproved population brainstorming on rest 5% • x% of 5% had system issues • y% of 5% had quality issues • z% of 5% had efficiency issues average team, 5% top team, 65%
  • 9. 3 1 2 5 4 quality Improvement 6 plan agent process knowledge penetration rate% sme/tc process knowledge penetration rate% sme/tc for query what percentage of agents seek to drill down of query mix • query (level 1) • sub-query (level2) • sub – query (level 3) quality session plan for subjective & objective queries
  • 10. 3 1 2 7 5 4 6 bottom team performer after 2 weeks of monitoring scope of improvement bottom team, 10% x% of population improve and falling into average team, 5% top & average performer bucket lets say 15% of improvement fall into top performer bucket 5% into average performer bucket 5% of average performers fall into top performer bucket analyze rest 10% of unimproved population • x% of 10% had system issues • y% of 10% had quality issues • z% of 10% had efficiency issues top team, 85%
  • 11. 3 1 2 7 5 4 6 8 team handling root cause analysis of team leader issues to handle team x% says that they cant handle a new team because they are new aligned experienced team leader to the new team to handle y% says that they have shift adherence issues as they are only girls in their team and they cant do night shifts aligned most females in day shifts than boys z% says that they always have system issues in their shift co-ordinate with technology team to get it resolve x% says that their smes’ or team coaches are mostly on production hence 100% mentoring is not successful quality session plans for agents so that no dependencies of smes’ finding root causes
  • 12. 3 1 2 4 9 7 5 6 8 now since value add to process 95% of client requirement meet meeting process excellence level meeting quality and csat level value add with less headcount can we increase efficiency with high efficiency can we increase quality with high quality can we increase volume Impact of value add in process grooming team team leader, sme, team coaches and agent for next level