What a call centre manager should do in fist 60 days

1. 60
Days
Process Manager
call center
plan

2. 60Days
1week
=
=
9weeks
1step

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

13. thank
you
@saurabhdellaram