Manager - BPO Operations Telecom Hyderabad10 years

The position is responsible for managing day to day operations and execution of programs. Supervises multiple Sr. / Team Leads (4 8 direct reports). Responsible for operations performance client satisfaction and program metrics. Based on program size may oversee a single LOB or multiple programs.

Analysis Manages call center operations by means of reviewing and analyzing reports records and data to ensure that all quality efficiency and productivity standards/targets are met. Description of the metrics may change as per client directives and are available on Operations Performance Expectations.

Reporting Analysis of reports rooting from several sources (whether clientbased or internally generated reports) is essential in the daytoday functions of a CRM. A CRM is expected to be highly keen on the details provided & hold Operations and/or other departments accountable to take actions on areas needing improvement. A CRM is expected to deliver such reports to external clients and/or internal business leaders.

GoalSetting Sets operational goals and business objectives. When needed translates these goals into actionable items from Group/Shift Managers down to Team Manager (line supervisor) level. This includes setting or recommending topics for pre and/or postshift meetings / huddles with respective groups discussing goals trends action plans among other announcements; including checks & balances (i.e. check for understanding).

Strategies Assists the Operations Director in developing long term sales and quality strategies including ongoing needs assessment and feedback from Operations and Quality Monitoring processes.

Processes Monitors calls and provides feedback to Operations Manager/Director; Group Managers and Team Managers using program s approved processes (i.e. TriLevel Coaching process etc.) and forms (i.e. Call Observation / Looping Form)

Discipline Maintains a strict form of discipline at all times in terms of processes and policies. At times may implement corrective actions to address performance gaps and analyze trend data to coach group Managers and Team Managers to attain goals and objectives through the Operations Manager. Specific followthrough activities are also required. This includes ABay Programs Performance Improvement Plans etc.

Communication Communicate program activities and plans to the Operations Manager and/or the entire operations team. Plans include: Leadership Specific Changes (i.e. partner changes Sales Briefs or Leadership News Briefs etc..); Business Strategy Changes (i.e. Closing Tactics Gift Cards provided to customers etc.); Internal Development (i.e. HR Policies / Memos) etc. The CRM must also have a clear understanding of the business as well and the events related to the company.

ClientDealing Conducts interactions and regular communication with the client; in partnership with the Client Services and Operations Director. Interactions include (not limited to): client call calibration performance rankings and reviews daily summaries among others. Meeting deadlines for client requirements is a must.

Performance Management Helps the Operations Director/Manager in conducting performance reviews as well finds root cause and recommends action plans to solve performance gaps at any level. Performance Items include key metrics: Close Rate Advance Product Take Rate Package Penetration AHT Quality among others. Performance reviews can take place in the form of formal scorecard reviews or oneonone sessions as needed.

Workforce Management Keeps a close watch on WFM in terms of line requirements schedule adherence meeting staffing lines recruiting overtime as the business requires; etc. and executes necessary decisions.

Expectations Ensures that all parties/departments are executing the expectations set by the Business Leader / Director in terms of other Operational Performance Management functions specific to DTV. This includes: Outlier Management i.e. Daily / Weekly / Monthly outliers which agents / TMs are at the bottom tier How many What % Delivery of such results / items / reports to the Business Leader is necessary.

Motivation Formulate and propose strategies and taps the necessary teams to motivate teams and agents alike. This can include incentive programs hours of operations changes etc.

Time Management Creates or recommends schedules to the SME and BUSA Team for better operations coverage at all sites. This may also include operations teams change of schedules to maximize business opportunities; in partnership with the Workforce Management Team adhering to client line requirements; and includes development activities like Coaching/Monitoring Performance Trend reviews etc.

Quality Works with the Quality Manager and/or team internally and with the client side to make sure internal Operations conform to all guidelines and quality standards set.

InterDepartment Relations Manages internaltointernal Support Department functions as well who work in partnership with the Ops Team. These groups include: Quality Workforce Recruitment Human Resources Audit Compliance Process Improvement Accounting among others. The OM also takes ownership of action items from these Support Departments that require Operations Participation.

Trending Forecasts and evaluates sales trends to identify and address project needs. The CRM maintains a site workbook that gives him reports/data to base his sales counts and projections that will make the site achieve other goals and objectives. These reports include (not limited to): SQL Intraday Reports Funnel Report Media Arrival Pattern Report Road to 30% Workbook Outlier Workbook etc.

Ownership CRMs take ownership on final hiring decisions for consultant team manager group/shift manager and other Operational Support functions when necessary. This includes conducting Final Operations Validation interviews to Client Interview phase and managing his direct reports to conduct InDepth interviews as well.

Accountability Helps create and implement Coaching and/or Sales Workbooks among other templates to help the Operations Manager Group/Shift Managers and Team Managers to perform their duties as needed. The ultimate goal is to have their sales consultants perform better and be accountable for his respective group s performance / site results.

Headcount The CRM helps provide relevant data and/or reminders to the Operations Manager by keeping a close watch of staffing headcount and attrition numbers overall meeting the requirements set forth by the client. This includes performance management activities recommendations done on midbottom tiered employees; outlier management as stated above; and attrition.

Out of the Box Reviews and analyzes performance functions of each Operational unit in the group including Support functions and synergizes work efforts towards full operations optimization. The CRM is expected to know what is going on in his business scope including tasks related to each job post.

Succession Management Initiates Uptraining and Development Time with his direct reports for Skills Enhancement and/or Behaviour Change / Corrective Actions. This is part of the CRM s Succession Planning in order to identify new leaders and/or candidates for potential roles for other Internal resources such as the Talent Development Team for careerpathing.

Development The CRM works closely with the Director for Operations and higher Internal officials; work together with the Client Services Director and clients to improve performance and grow the business.

Administrative Perform other duties that may be assigned by the Business Leader / Management team and/or Internal Executive Team from time to time

Requirements