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Forecasting Accuracy Schedule Adherence Absenteeism Shrinkage Attrition Agent Utilization Agent Occupancy Seat Utilization Service Level

- measures the performance of a system. Certain goals are defined and the service level gives the percentage to which they should be achieved.
Examples Percentage of calls answered in a call center. Percentage of customers waiting less than a given fixed time. Percentage of customers that do not experience a stock out.

Average Handle Time - How long it takes for one call to be handled, which includes the call time itself, plus the work done after that call. Abandonment Rate - This is the percentage of customers who disconnected before an agent was able to intercept the call. Average Wait Time - How long a caller is put on hold before a call center agent becomes available to take the call. % of calls transferred Contacts Per Customer Contact frequency - Average number of contacts per customer. Average Speed of Answer (ASA) - The timing for answering the call begins when the call is queued for the ACD queue and ends when an agent (either in the primary or overflow ACD queue) answers the call. Average Queue Time First-call resolution rate (FCR) - Percentage of customer issues that were solved by the first phone call. PCR (Post Contact Retention) PCCR (Post Contact Connection Rate) Escalations Cycle Time Customer Complaints Corporate Escalations - Percentage of complaints escalated to top management. Defects Non Compliance

BAU

Business As Usual

Full-time equivalent (FTE) refers to the amount of time that one full-time employee works in one day. You express staffing requirements in terms of the number of people working full-time hours. In Real Company, in one day, one FTE equals 7.5 paid hours. (Your company may have a slightly different FTE, such as 7 or 8.) Using Real company as an example, if call demand required 750 total paid hours to get the work done for a day, that demand would equate to 100 FTEs (750 7.5).

Let's say, for example that the agents in a particular call center handle an average of 1,250 calls per month at an average handle time of 5 minutes. Additionally, these agents work an average of 21 days per month, and their work day is 7.5 hours after subtracting lunch and break times. The simplified utilization formula above would work out to the following:

Erlang B is a modeling formula used in call center scheduling. It can estimate the number of employees needed in any given call center and the number of trunks needed to handle calls during a one-hour period. The formula can be used to calculate either busy hour traffic (BHT), blocking or lines if you know or predict the other two. Erlang C is a modeling formula used in call center scheduling to calculate delays or predict wait times for callers. The formula is based on three factors: the number of call center agents providing service, the number of callers waiting and the average amount of time it takes to serve each caller.

Coordinated project activities for successful transition of a customer service process and technical support process.
1. Sound Project Planning Skills (Complete hands on control over PMO) 2. Clearly Document & Define Roles & Responsibilities of various groups with clear timelines 3. Review the Transition Plan Everyday / Week / Month 4. Talk to each support team individually (Just dont send emails alone) 5. Clear tracker for issues, items, owner for that item, and timeline for closure. This should be tracked everyday, week and month of transition 6. Resource Planning (Critical, don't promise the moon when you cant get the earth) 7. Contingency Planning (Please always think of backups all the time, you should always have a fall back option - Not ideal, but necessary) 8. Complete Hands on approach during SOW, legal Discussions. Understand each issue.

9. Initial Ops team Management - Make it a point to ensure that, every single training or transition is clearly documented, process flows, diagrams, screen shot documentation. Ensure this is done every day. Appoint a leader in the team (unofficially) and ensure that he provides a status report everyday 10. Systems & Infrastructure ( Get this right first, know the no of seats needed, space required, the kind of that need to be in place... believe me.. this can cause quite a heartburn. ensure all your security standards are met, if there is a provision for BCP, get that in place first) 12. Schedule weekly calls with each business group and the support team (Ops, HR, training, Facilities, IT, Quality & Etc) There are too few people with too much of the knowledge and skill to get the job done. The others struggle to achieve. To effectively transition a system you must teach the people the glory of the new system. It has to be heartfelt. How does it benefit them DIRECTLY? How does it make life better AND worse? Can we eliminate or mitigate the worse? Can we accentuate the better? If the new process makes me "redundant" then what? If the new process cuts down on my workload, what are you going to MAKE me do next? Is that OK with me? Did you take a moment to check with me that it's OK? If the new process makes it so I can do more of the same thing much more quickly, does that mean that I'll have fewer co-workers on the team? From Parent organization to third party Change Management - The challenge here is much higher as moving into a service delivery role into the third party in most cases is not an option. The focus should be on articulating how erstwhile BAU Operations service delivery roles will evolve into relationship management/account management/service management roles with the outsourcing partner on the Run side of things. Alternatively there would be roles in the Create side of things with respect to Outsourcing strategy which sit alongside the Run side of things in mature global servicing organizations Process Management- Its imperative to fix and ship relevant process documentation instead of lifting and dropping As-Is. Whilst it is a jointly owned responsibility between the client and the outsourcing partner the ownership of the process at the end of the day lies with the parent company and with the parent therefore lies the primary responsibility to ensure the process framework is fit for purpose Technology- The same three levers apply here as well and the third party BPO front runners have a clearly articulated strategy and a robust suite of applications and infrastructure support framework that address the three levers of content management, application integration and workflow For Business Process Outsourcing to work I think the following would be needed Short Term:

Stakeholder Management: Key Stakeholders from the Business Side need to be brought on the same plane regarding the processes that are being Outsourced. This should ideally be driven Top Down so as to ensure that there is less friction in accepting Outsourcing .A Change Management council including the key and affected Stakeholders would also help in streamlining the transition. Expectation Management: There should be clarity regarding the entire transition. The team taking up the transition should set expectations right. The first priority should ideally be to ensure that the processes being transitioned out are handled with the same efficiency. Overambitious drives may prove detrimental for the transition. It is only after the Steady State has been achieved that one should look at improvement. Knowledge Transfers: One of the key factors for any BPO to work. The team taking up the responsibilities should be aware in detail of the entire processes that they handle. Bridging the Cultural Gap : Often differences in the Work Culture is a major hindrance for any Outsourcing initiative. Project Managers should work towards addressing this. Long Term: Cost : Any outsourcing initiative is generally undertaken because of the Cost Benefits. In the Long term this should be one of the factors that has to be critically monitored Business Process Re-Engineering: Any BPO engagement should provide value it should not only address the existing problems but should also strive towards optimization.

I think the trend is to move from supporting IT systems and processes to supporting Business processes instead. Availability and capacity reporting, instead of incident reporting. Looking at the big picture instead of zooming in on isolated details.
There are however 3 basic laws that govern managing an offshore engagement: 1) First Murphy s Law: Nothing is as easy as it looks. Consider a few things a. Starting with a stellar contract (MSA) which addresses typical offshore traps (quality benchmarks, attrition remediation, knowledge transfer / retention guarantee, etc.). b. Setting expectations right (your management, your team, and your own). Right in this context means as low as possible. In particular: there will be no cost savings,

the work load will increase, everything that could go wrong will go wrong, things that just cant go wrong still will, and no matter how low your set the expectations your vendor will surprise you. c. Setting an exit water mark. No matter how long you march down a wrong road you will need stop and go back. In case you made a wrong decision there is a point where you are better off by cutting your losses short. 2) The second law of thermodynamics (entropy always increases) exhibits itself in offshore outsourcing as consistent degradation of quality of services in absence of non-stop energy applied from the on-shore. Consider uninterrupted control from a dedicated resource on your side (make sure its someone you trust and who has your company not the vendors interests in heart). Everything from timesheets to hard core deliverables to be scrutinized and verified. The only way to stay ahead / prevent quality decay is to apply pressure on the vendor even when things are going (seemingly) well. 3) The infamous military principle: If an order could be misinterpreted, it will be. The rule applies to all aspects of communications and in particular to the project/product requirements. Any ambiguity in your documentations, specifications, processes, procedures, and especially verbal instructions will be (innocently) exploited to create maximum damage and cost increase. Consider crystal clear communications and small scope of controlled deliverables. For example, very short project phases, interim builds, etc. Work as many control / feedback points in your process (SDLC) as you can possibly afford.

Why outsourcing to India has lost its lustre?


India's tech giants are struggling to hold on to accounts and open new businesses. What are the reasons? Bad business practices, Time Zone, Skills or something else? 1) Higher billing rates and frequent increase in rates? 2) Billing by offshore companies for dummy resources or for resources on leave ( i.e billing a client for a resource who is an employee but not assigned to the project or leave) 3) Higher attrition? Resources don't stay on project for long and project gets impacted as new resources replace them

4) Poor written and spoken English skills - i.e communicating with heavy accent where client finds it difficult to understand what offshore team is trying to communicate 5) Resources not having skills as presented in their resumes - faking resumes 6) Companies submitting false headcount, accounting numbers in RFP response to win the deals 7) Data Security breach/ stealing of code and employee poaching by various employees/ contractors? 8) Management showing a rosy picture when client visits the facilities but reality is lot different? 9) Inability to provide honest project status reporting. every week 10) Poor Project Management skills