Operation management:
- Adjust indicators: KPI Identify causes and effects Establish a balance.
Develop the opportunity:
Faced with the competition, through continuous training for vendors, with a clear focus on motivating and increasing sales and improving productivity.
balanced-scorecard-area-operations-company-presentationControl System and type of Supervision.
COORDINATOR FUNCTION
• FUNCTION SUPERVISOR
• MEASUREMENT INDICATORS
• OCCUPATION PRODUCTIVE
• FINANCIAL OCCUPANCY
• GRIP
• AVAILABILITY
• PRODUCTIVITY
• service levels
• SERVICE LEVELS
• TMO
• SPH
• ISHIKAWA- THORN OF CAUSE AND EFFECT DIAGRAM
COORDINATOR
CHORES
Control and lead the Tasks of Supervisors IN PLATFORM in a timely manner.
Constantly review and measure the agent coaching process and its effectiveness.
Keep the platform operation running:
• Keep track of applications and systems used,
• Distribution of belts and their repair,
• Ensure service levels and metrics.
Update and / or review quality information by Supervisor and compare daily according to report sent by quality area / Quality Report.
Hold 1 weekly meeting per service and send the agreements, action plans and agreed planning according to the minutes and established format.
Review results by service (Level of service and care), accumulated and daily.
Control availability for each service, crew and shifts.
Review bad practices of Agents with Supervisors and sanction or provide feedback as appropriate. / Commitment Letter / Warning Letter / Action Plan.
COORDINATOR
Coordinate the recruitment process (training and selection) with the respective areas.
Coaching Supervisor.
Monitor service levels and in case of any problem, escalate it in a timely manner with the corresponding areas.
Promote incentive contests that are implemented on the platform.
Control Skill assignment, auditing assignments weekly and ensuring that services are not left unattended
Assign shifts and report Supervisors / Agents by service.
Update Endowment, ATM, for agents who enter or withdraw from service.
TASKS SUPERVISOR
The first 5 business days of each month, deliver and provide feedback to the total of your team with the productivity summary for each Agent of the last quarter (Quality / TMO / Productivity).
Control of information by assigned Agent. (Document Agent Folder, which must be available at any time)
Conduct random taps aimed at:
Quality Service
diagnosis and its responses.
Review the availability of your agents daily.
Take daily actions with absences from the service in order to maintain scheduling for expected traffic.
To watch daily for the correct connection of its Agents, verifying the technical availability of the applications of the service, work tools of their
Agents and correct income.
Timely deliver peripherals to your Agents, timely escalating any problems to your
assigned Service Coordinator.
SUPERVISOR
• Perform weekly and permanent Coaching to its underperforming Agents (Quality / Information)
• This allocation for Coaching will be measured by the Coordinator in order to analyze changes in its implementation. (known methodology)
• Hold Team meetings in order to review team results. They will include defined and effective guidelines, in order to review area issues, incentives, motivation and team results.
• Listen carefully to the requirements / doubts of your Agents, giving them support and escalating their concerns.
• Timely escalate any payment problem with your Agents.
• Present development plans and observed changes week by week to your agents for area meeting.
• Appeal timely within a calendar month the Quality notes that Agents or Supervisor do not agree.
• Take corrective actions when they see bad practices associated with the platform. Admonishing if necessary or delivering letters of Commitment. (Form Letter of Commitment / Warning).
• Will be direct causes of Warning: Unjustified absence, Repetitive delays, improper and malicious use of work tools (computers), playing on the platform, etc.
• Model their Agents with their behavior, giving motivation and energy to their Agents on a daily basis.
• Coordinate motivation and recognition initiatives, carried out daily or as scheduled by the service.
MEASUREMENT INDICATORS
• PRODUCTIVE OCCUPATION: They are the minutes spoken by the executive, divided the minutes charged in the day that must be fulfilled. (average 25 minutes, and depends on whether the services are exclusive or shared)
• FINANCIAL OCCUPATION: These are the minutes spoken by the executive, divided by the hours paid. We should always aim for them to be around 50% of the hour, at least it would be 35%.
• ADHERENCE: It is the measurement that is taken comparing the planned hours per shift vs. the hours that the executive enters. (Ranges +/- 5% deviation)
• AVAILABILITY:% of speak of the executive vs, the actual planning of his shift. It is used to evaluate services, whether they are exclusive or shared.
• PRODUCTIVITY = OCCUPATION
• ROTATION: It is the natural movement that exists in care platforms, when an executive stops attending work, resigns, is disengaged. This tends to be a controlled process on inbound platforms, and on the outbound platform it has a higher degree of dispersion, due to their behavior.
• LEVELS OF CARE: Q of incoming calls vs. Q of calls that are answered, according to a certain parameter. It is expressed as%.
• SERVICE LEVELS: (Q of answered calls + Q abandoned calls in x sec) /
(Q answered calls + Q abandoned calls) =% NS
• TMO: Average operational time
• SPH: sales per hour
• E1: voice links, who have 30 communication channels (30 lines to answer)
• DIALERS: Predictive, uses 1.5 channels, (the call falls to the executive, after parameterizing the abandonment rates, only “Hello” is passed). Progressive, use 1 channel, (all calls are passed to the executive). Preview, Assisted: The executive chooses when to sell.
