SlideShare a Scribd company logo
1 of 13
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

More Related Content

What's hot

Black Belt Project on Increasing CSAT%
Black Belt Project on Increasing CSAT%Black Belt Project on Increasing CSAT%
Black Belt Project on Increasing CSAT%
Sk. Noor Mohammad
 
High AHT reasons how to decrease it
High AHT reasons how to decrease itHigh AHT reasons how to decrease it
High AHT reasons how to decrease it
Ahmed Ramadan
 
Tools and Techniques for Delivery Excellence
Tools and Techniques for Delivery ExcellenceTools and Techniques for Delivery Excellence
Tools and Techniques for Delivery Excellence
peter2pmp
 
Free Call Center Training | Unleashing the Enormous Power of Call Center KPIs
Free Call Center Training | Unleashing the Enormous Power of Call Center KPIsFree Call Center Training | Unleashing the Enormous Power of Call Center KPIs
Free Call Center Training | Unleashing the Enormous Power of Call Center KPIs
MetricNet
 

What's hot (20)

Black Belt Project on Increasing CSAT%
Black Belt Project on Increasing CSAT%Black Belt Project on Increasing CSAT%
Black Belt Project on Increasing CSAT%
 
21 Best Practices for Effective Call Quality Monitoring
21 Best Practices for Effective Call Quality Monitoring21 Best Practices for Effective Call Quality Monitoring
21 Best Practices for Effective Call Quality Monitoring
 
11 Ways to Help You Improve First Call Resolution
11 Ways to Help You Improve First Call Resolution11 Ways to Help You Improve First Call Resolution
11 Ways to Help You Improve First Call Resolution
 
Increasing Call Center Effectiveness with First Call Resolution
Increasing Call Center Effectiveness with First Call ResolutionIncreasing Call Center Effectiveness with First Call Resolution
Increasing Call Center Effectiveness with First Call Resolution
 
Roundtable: Best Practices in First Call Resolution (FCR)
Roundtable:  Best Practices in First Call Resolution (FCR) Roundtable:  Best Practices in First Call Resolution (FCR)
Roundtable: Best Practices in First Call Resolution (FCR)
 
Guidance on Hiring for Customer Success
Guidance on Hiring for Customer SuccessGuidance on Hiring for Customer Success
Guidance on Hiring for Customer Success
 
Call Center Life 101 v3
Call Center Life 101 v3Call Center Life 101 v3
Call Center Life 101 v3
 
How to improve call center quality and performance - Infographic
How to improve call center quality and performance - InfographicHow to improve call center quality and performance - Infographic
How to improve call center quality and performance - Infographic
 
Customer Success Strategy Template
Customer Success Strategy TemplateCustomer Success Strategy Template
Customer Success Strategy Template
 
High AHT reasons how to decrease it
High AHT reasons how to decrease itHigh AHT reasons how to decrease it
High AHT reasons how to decrease it
 
Six Sigma Project- GB
Six Sigma Project- GBSix Sigma Project- GB
Six Sigma Project- GB
 
Leadership Strategies for High Performance Contact Centres
Leadership Strategies for High Performance Contact CentresLeadership Strategies for High Performance Contact Centres
Leadership Strategies for High Performance Contact Centres
 
Customer Success Best Practices for SaaS Retention: Metrics and KSFs for Buil...
Customer Success Best Practices for SaaS Retention: Metrics and KSFs for Buil...Customer Success Best Practices for SaaS Retention: Metrics and KSFs for Buil...
Customer Success Best Practices for SaaS Retention: Metrics and KSFs for Buil...
 
CSAT Analysis
CSAT AnalysisCSAT Analysis
CSAT Analysis
 
Tools and Techniques for Delivery Excellence
Tools and Techniques for Delivery ExcellenceTools and Techniques for Delivery Excellence
Tools and Techniques for Delivery Excellence
 
Free Call Center Training | Unleashing the Enormous Power of Call Center KPIs
Free Call Center Training | Unleashing the Enormous Power of Call Center KPIsFree Call Center Training | Unleashing the Enormous Power of Call Center KPIs
Free Call Center Training | Unleashing the Enormous Power of Call Center KPIs
 
How to Build the Ultimate Customer Success Board Presentation
How to Build the Ultimate Customer Success Board PresentationHow to Build the Ultimate Customer Success Board Presentation
How to Build the Ultimate Customer Success Board Presentation
 
Customer Success Cubed - The Simplest Guide you will ever Find
Customer Success Cubed - The Simplest Guide you will ever FindCustomer Success Cubed - The Simplest Guide you will ever Find
Customer Success Cubed - The Simplest Guide you will ever Find
 
Call Center Statistics or Performance Metrics
Call Center Statistics or Performance MetricsCall Center Statistics or Performance Metrics
Call Center Statistics or Performance Metrics
 
How to Systematically Improve First Contact Resolution
How to Systematically Improve First Contact ResolutionHow to Systematically Improve First Contact Resolution
How to Systematically Improve First Contact Resolution
 

Similar to 60 days call center manager plan

Greatest Quality Challange - Michael Skwira
Greatest Quality Challange - Michael SkwiraGreatest Quality Challange - Michael Skwira
Greatest Quality Challange - Michael Skwira
Michael Skwira
 
Scaling a Global Support Team - Atlassian Summit 2012
Scaling a Global Support Team - Atlassian Summit 2012Scaling a Global Support Team - Atlassian Summit 2012
Scaling a Global Support Team - Atlassian Summit 2012
Atlassian
 
adosadaojdoisadaodiaosdijasodiasodjowqidoqidjowqdwq
adosadaojdoisadaodiaosdijasodiasodjowqidoqidjowqdwqadosadaojdoisadaodiaosdijasodiasodjowqidoqidjowqdwq
adosadaojdoisadaodiaosdijasodiasodjowqidoqidjowqdwq
JoelBelleth
 
Customer Gauge - AIESEC India & CEM
Customer Gauge - AIESEC India & CEMCustomer Gauge - AIESEC India & CEM
Customer Gauge - AIESEC India & CEM
arnavsachdev
 
Standard_Work_Presentation_1703112688.pdf
Standard_Work_Presentation_1703112688.pdfStandard_Work_Presentation_1703112688.pdf
Standard_Work_Presentation_1703112688.pdf
BrunoTrovalim
 
Chaplin School of Hospitality and Tourism ManagementInternship Lea.docx
Chaplin School of Hospitality and Tourism ManagementInternship Lea.docxChaplin School of Hospitality and Tourism ManagementInternship Lea.docx
Chaplin School of Hospitality and Tourism ManagementInternship Lea.docx
cravennichole326
 
Interpretation and lesson learned from high maturity implementation of cmmi svc
Interpretation and lesson learned from high maturity implementation of cmmi svcInterpretation and lesson learned from high maturity implementation of cmmi svc
Interpretation and lesson learned from high maturity implementation of cmmi svc
Kobi Vider
 

Similar to 60 days call center manager plan (20)

Avoiding Risk: Using a Tiered Management System to Improve Daily Execution
Avoiding Risk: Using a Tiered Management System to Improve Daily ExecutionAvoiding Risk: Using a Tiered Management System to Improve Daily Execution
Avoiding Risk: Using a Tiered Management System to Improve Daily Execution
 
Greatest Quality Challange - Michael Skwira
Greatest Quality Challange - Michael SkwiraGreatest Quality Challange - Michael Skwira
Greatest Quality Challange - Michael Skwira
 
Project Control - Software Project Management
Project Control - Software Project ManagementProject Control - Software Project Management
Project Control - Software Project Management
 
Quality improvement it
Quality improvement itQuality improvement it
Quality improvement it
 
3.2 kp is & evaluation
3.2    kp is & evaluation3.2    kp is & evaluation
3.2 kp is & evaluation
 
Scaling a Global Support Team - Atlassian Summit 2012
Scaling a Global Support Team - Atlassian Summit 2012Scaling a Global Support Team - Atlassian Summit 2012
Scaling a Global Support Team - Atlassian Summit 2012
 
adosadaojdoisadaodiaosdijasodiasodjowqidoqidjowqdwq
adosadaojdoisadaodiaosdijasodiasodjowqidoqidjowqdwqadosadaojdoisadaodiaosdijasodiasodjowqidoqidjowqdwq
adosadaojdoisadaodiaosdijasodiasodjowqidoqidjowqdwq
 
Customer Gauge - AIESEC India & CEM
Customer Gauge - AIESEC India & CEMCustomer Gauge - AIESEC India & CEM
Customer Gauge - AIESEC India & CEM
 
Human Resource Management
Human Resource ManagementHuman Resource Management
Human Resource Management
 
Business Advisor.pptx
Business Advisor.pptxBusiness Advisor.pptx
Business Advisor.pptx
 
Layered process audit
Layered process audit Layered process audit
Layered process audit
 
Standard_Work_Presentation_1703112688.pdf
Standard_Work_Presentation_1703112688.pdfStandard_Work_Presentation_1703112688.pdf
Standard_Work_Presentation_1703112688.pdf
 
Executive agility to be able to respond effectively in chaosZXM Webinar -
Executive agility to be able to respond effectively in chaosZXM Webinar - Executive agility to be able to respond effectively in chaosZXM Webinar -
Executive agility to be able to respond effectively in chaosZXM Webinar -
 
Chaplin School of Hospitality and Tourism ManagementInternship Lea.docx
Chaplin School of Hospitality and Tourism ManagementInternship Lea.docxChaplin School of Hospitality and Tourism ManagementInternship Lea.docx
Chaplin School of Hospitality and Tourism ManagementInternship Lea.docx
 
Quality Circle.pptx
Quality Circle.pptxQuality Circle.pptx
Quality Circle.pptx
 
Going Agile from the trenches - Martin Lapointe, Agile Coach
Going Agile from the trenches - Martin Lapointe, Agile CoachGoing Agile from the trenches - Martin Lapointe, Agile Coach
Going Agile from the trenches - Martin Lapointe, Agile Coach
 
Interpretation and lesson learned from high maturity implementation of cmmi svc
Interpretation and lesson learned from high maturity implementation of cmmi svcInterpretation and lesson learned from high maturity implementation of cmmi svc
Interpretation and lesson learned from high maturity implementation of cmmi svc
 
Good Projects Gone Bad: an Introduction to Process Maturity
Good Projects Gone Bad: an Introduction to Process MaturityGood Projects Gone Bad: an Introduction to Process Maturity
Good Projects Gone Bad: an Introduction to Process Maturity
 
KPIs, Work flow & evaluating performances
KPIs, Work flow & evaluating performancesKPIs, Work flow & evaluating performances
KPIs, Work flow & evaluating performances
 
Software process and characters
Software process and characters Software process and characters
Software process and characters
 

Recently uploaded

Future of Trade 2024 - Decoupled and Reconfigured - Snapshot Report
Future of Trade 2024 - Decoupled and Reconfigured - Snapshot ReportFuture of Trade 2024 - Decoupled and Reconfigured - Snapshot Report
Future of Trade 2024 - Decoupled and Reconfigured - Snapshot Report
Dubai Multi Commodity Centre
 
Jual Obat Aborsi Di Sibolga wa 0851/7541/5434 Cytotec Misoprostol 200mcg Pfizer
Jual Obat Aborsi Di Sibolga wa 0851/7541/5434 Cytotec Misoprostol 200mcg PfizerJual Obat Aborsi Di Sibolga wa 0851/7541/5434 Cytotec Misoprostol 200mcg Pfizer
Jual Obat Aborsi Di Sibolga wa 0851/7541/5434 Cytotec Misoprostol 200mcg Pfizer
Pusat Herbal Resmi BPOM
 
NewBase 17 May 2024 Energy News issue - 1725 by Khaled Al Awadi_compresse...
NewBase   17 May  2024  Energy News issue - 1725 by Khaled Al Awadi_compresse...NewBase   17 May  2024  Energy News issue - 1725 by Khaled Al Awadi_compresse...
NewBase 17 May 2024 Energy News issue - 1725 by Khaled Al Awadi_compresse...
Khaled Al Awadi
 
Obat Aborsi Pasuruan 0851\7696\3835 Jual Obat Cytotec Di Pasuruan
Obat Aborsi Pasuruan 0851\7696\3835 Jual Obat Cytotec Di PasuruanObat Aborsi Pasuruan 0851\7696\3835 Jual Obat Cytotec Di Pasuruan
Obat Aborsi Pasuruan 0851\7696\3835 Jual Obat Cytotec Di Pasuruan
Obat Aborsi Jakarta Wa 085176963835 Apotek Jual Obat Cytotec Di Jakarta
 
#Mtp-Kit Prices » Qatar. Doha (+27737758557) Abortion Pills For Sale In Doha,...
#Mtp-Kit Prices » Qatar. Doha (+27737758557) Abortion Pills For Sale In Doha,...#Mtp-Kit Prices » Qatar. Doha (+27737758557) Abortion Pills For Sale In Doha,...
#Mtp-Kit Prices » Qatar. Doha (+27737758557) Abortion Pills For Sale In Doha,...
drm1699
 
PEMATANG SIANTAR 0851/8063/4797 JUAL OBAT ABORSI CYTOTEC PEMATANG SIANTAR
PEMATANG SIANTAR 0851/8063/4797 JUAL OBAT ABORSI CYTOTEC PEMATANG SIANTARPEMATANG SIANTAR 0851/8063/4797 JUAL OBAT ABORSI CYTOTEC PEMATANG SIANTAR
PEMATANG SIANTAR 0851/8063/4797 JUAL OBAT ABORSI CYTOTEC PEMATANG SIANTAR
doktercalysta
 

Recently uploaded (20)

HAL Financial Performance Analysis and Future Prospects
HAL Financial Performance Analysis and Future ProspectsHAL Financial Performance Analysis and Future Prospects
HAL Financial Performance Analysis and Future Prospects
 
Future of Trade 2024 - Decoupled and Reconfigured - Snapshot Report
Future of Trade 2024 - Decoupled and Reconfigured - Snapshot ReportFuture of Trade 2024 - Decoupled and Reconfigured - Snapshot Report
Future of Trade 2024 - Decoupled and Reconfigured - Snapshot Report
 
Jual Obat Aborsi Di Sibolga wa 0851/7541/5434 Cytotec Misoprostol 200mcg Pfizer
Jual Obat Aborsi Di Sibolga wa 0851/7541/5434 Cytotec Misoprostol 200mcg PfizerJual Obat Aborsi Di Sibolga wa 0851/7541/5434 Cytotec Misoprostol 200mcg Pfizer
Jual Obat Aborsi Di Sibolga wa 0851/7541/5434 Cytotec Misoprostol 200mcg Pfizer
 
Raising Seed Capital by Steve Schlafman at RRE Ventures
Raising Seed Capital by Steve Schlafman at RRE VenturesRaising Seed Capital by Steve Schlafman at RRE Ventures
Raising Seed Capital by Steve Schlafman at RRE Ventures
 
NewBase 17 May 2024 Energy News issue - 1725 by Khaled Al Awadi_compresse...
NewBase   17 May  2024  Energy News issue - 1725 by Khaled Al Awadi_compresse...NewBase   17 May  2024  Energy News issue - 1725 by Khaled Al Awadi_compresse...
NewBase 17 May 2024 Energy News issue - 1725 by Khaled Al Awadi_compresse...
 
stock price prediction using machine learning
stock price prediction using machine learningstock price prediction using machine learning
stock price prediction using machine learning
 
Stages of Startup Funding - An Explainer
Stages of Startup Funding - An ExplainerStages of Startup Funding - An Explainer
Stages of Startup Funding - An Explainer
 
Most Visionary Leaders in Cloud Revolution, Shaping Tech’s Next Era - 2024 (2...
Most Visionary Leaders in Cloud Revolution, Shaping Tech’s Next Era - 2024 (2...Most Visionary Leaders in Cloud Revolution, Shaping Tech’s Next Era - 2024 (2...
Most Visionary Leaders in Cloud Revolution, Shaping Tech’s Next Era - 2024 (2...
 
WAM Corporate Presentation May 2024_w.pdf
WAM Corporate Presentation May 2024_w.pdfWAM Corporate Presentation May 2024_w.pdf
WAM Corporate Presentation May 2024_w.pdf
 
wagamamaLab presentation @MIT 20240509 IRODORI
wagamamaLab presentation @MIT 20240509 IRODORIwagamamaLab presentation @MIT 20240509 IRODORI
wagamamaLab presentation @MIT 20240509 IRODORI
 
How Do Venture Capitalists Make Decisions?
How Do Venture Capitalists Make Decisions?How Do Venture Capitalists Make Decisions?
How Do Venture Capitalists Make Decisions?
 
1Q24_EN hyundai capital 1q performance
1Q24_EN   hyundai capital 1q performance1Q24_EN   hyundai capital 1q performance
1Q24_EN hyundai capital 1q performance
 
MichaelStarkes_UncutGemsProjectSummary.pdf
MichaelStarkes_UncutGemsProjectSummary.pdfMichaelStarkes_UncutGemsProjectSummary.pdf
MichaelStarkes_UncutGemsProjectSummary.pdf
 
Top^Clinic ^%[+27785538335__Safe*Women's clinic//Abortion Pills In Harare
Top^Clinic ^%[+27785538335__Safe*Women's clinic//Abortion Pills In HarareTop^Clinic ^%[+27785538335__Safe*Women's clinic//Abortion Pills In Harare
Top^Clinic ^%[+27785538335__Safe*Women's clinic//Abortion Pills In Harare
 
Navigating Tax Season with Confidence Streamlines CPA Firms
Navigating Tax Season with Confidence Streamlines CPA FirmsNavigating Tax Season with Confidence Streamlines CPA Firms
Navigating Tax Season with Confidence Streamlines CPA Firms
 
Obat Aborsi Pasuruan 0851\7696\3835 Jual Obat Cytotec Di Pasuruan
Obat Aborsi Pasuruan 0851\7696\3835 Jual Obat Cytotec Di PasuruanObat Aborsi Pasuruan 0851\7696\3835 Jual Obat Cytotec Di Pasuruan
Obat Aborsi Pasuruan 0851\7696\3835 Jual Obat Cytotec Di Pasuruan
 
Exploring-Pipe-Flanges-Applications-Types-and-Benefits.pptx
Exploring-Pipe-Flanges-Applications-Types-and-Benefits.pptxExploring-Pipe-Flanges-Applications-Types-and-Benefits.pptx
Exploring-Pipe-Flanges-Applications-Types-and-Benefits.pptx
 
Blinkit: Revolutionizing the On-Demand Grocery Delivery Service.pptx
Blinkit: Revolutionizing the On-Demand Grocery Delivery Service.pptxBlinkit: Revolutionizing the On-Demand Grocery Delivery Service.pptx
Blinkit: Revolutionizing the On-Demand Grocery Delivery Service.pptx
 
#Mtp-Kit Prices » Qatar. Doha (+27737758557) Abortion Pills For Sale In Doha,...
#Mtp-Kit Prices » Qatar. Doha (+27737758557) Abortion Pills For Sale In Doha,...#Mtp-Kit Prices » Qatar. Doha (+27737758557) Abortion Pills For Sale In Doha,...
#Mtp-Kit Prices » Qatar. Doha (+27737758557) Abortion Pills For Sale In Doha,...
 
PEMATANG SIANTAR 0851/8063/4797 JUAL OBAT ABORSI CYTOTEC PEMATANG SIANTAR
PEMATANG SIANTAR 0851/8063/4797 JUAL OBAT ABORSI CYTOTEC PEMATANG SIANTARPEMATANG SIANTAR 0851/8063/4797 JUAL OBAT ABORSI CYTOTEC PEMATANG SIANTAR
PEMATANG SIANTAR 0851/8063/4797 JUAL OBAT ABORSI CYTOTEC PEMATANG SIANTAR
 

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