You are on page 1of 9

Brilliant at Basics Version 2.

0 SOP Jul10

Table of Content
BAB1000 Document Revision record.3 Distribution...4 BAB1001 Purpose What is Brilliant at Basics 5 BAB1002 Measurement System Defining Objective6 How do we measure..7 Departmental Responsibility.8 BAB1003 Changes in BAB 2.0 Requirements.9 Scoring Methodology9 BAB1004 Measurement Medium Internal Audit Mechanism....10 Version Control..10 Analysis & Action Plans...10 Benefits of the Brilliant at Basics Scorecard10

Document
1.0 Revision Record Revision 1 2 3 4 Date 1st January 2010 1st July 2010 Person Responsible Shikha Murali MASTeam Description change Initial release BAB Version 2.0 of

Distribution
The policy would be distributed amongst Business Leaders, Support Function Heads & respective stake holders.

BAB1001 Purpose
What is Brilliant at Basics a.k.a "BAB?
Generally speaking, BAB measures the extent to which basics tasks on the operations floor & in training & hiring functions are being performed thus impacting the key performance indicators or the primary metrics followed in the process. The endeavor in quantifying BAB would not just be to gauge compliance but also the top issues in the order of severity. And hence basics across locations are gauged on a scorecard which is known as the BAB Scorecard.

What is the BAB Scorecard? A list of 14 items and 36 requirements. Each requirement has been assigned scores. Severity would be gauged as high, medium & low depending on its impact on the performance metric. Overall scores would be published depending on the compliance achieved on the listed requirements under each section.

Why be compliant to the BAB Scorecard? A comprehensive checklist of basics that are inputs to all outputs from an operational performance standpoint. Objective measures in place for all activities that directly impact key KPIs in our business.

BAB 1002 Measurement System


What do we want to measure exactly?

We want to measure brilliance at basic of the following categories for Operations:


Item Requirements Agents aware of all KPIs Agents awareness on KPIs Aware of performance on each KPI Aware of the targets for all KPIs Audit Methodology/Requirement Check Sample of agents audited on awareness of KPIs Sample of agents audited on awareness of performance on KPIs Sample of agents audited on awareness of the targets on KPIs Population Check on whether all monitors attended calibration in the month. On a weekly basis the same is tracked through adherence to the calibration calendar published by the Quality Team. Recalibration Checked for all who failed and the recalibration should have been conducted before the monitor started subsequent audits and feedback Sample of monitors who failed audited on awareness of parameters because of which they failed calibration session. All supervisors attended at least one monthly process test and scores available for the same. Retest conducted for those supervisors who failed to clear the process tests. Sample of supervisors audited on their awareness of the calculations of their KPIs. Sample of supervisors audited on their awareness of their teams scores. Sample of supervisors audited on their awareness of the process level scores on KPIs Overall TL Shrinkage for the process calculated and the target for that is the same target as the one used for agent shrinkage. Overall AM Shrinkage for the process calculated and the target for that is the same target as the one used for agent shrinkage. Population check on the team changes/TL changes for an agent in the last 3 months. Check on the number of teams being led by SPOCS/SO/ATL/SME. Documented relevant feedback checked for a sample of failed calls. Sample of TLs audited on their ability to identify outliers and the actions that they have developed for these bottom performers. QA's & TL's checked on a minimum of 4hrs log/week. Dashboard with the performance of supervisors on KPIs should be evident. Random check on bay alignments of agents & teams Check on whether TLs are seated along with their teams. Agents and TLs aware of the roster. Check on whether rosters are being adhered to. Check on the weekly schedule attainment of the processes. Sample of TLs checked on the maintenance of escalation calls tracker.

Calibration conducted

Calibration

Action taken for those failing to meet threshold

Supervisors aware of parameters that led to them failing calibration PKT for all supervisors and scores available Action taken for those failing to meet threshold Supervisor knowledge and awareness Aware of the calculations of all KPI Aware of Teams Performance Aware of Process Performance Current TL Absenteeism% ( Whether meeting process targets) Supervisor attendance Current AM Absenteeism% ( Whether meeting process targets) Agent - TL Alignment Resource availability Percentage of teams with adhoc Supervisors Actionable documented Feedback provided to all agents on failed calls Agent Improvement Process Bottom Performers are identified and Action plans developed QA's & TL's logged in for stipulated hours Calls taken by supervisors Dashboard published with their performance numbers All agents of a team sitting together Bay Plan TLs sitting with the team Roster published to agents and TLs Roster Adherence Escalation Calls Roster being adhered Schedule Attainment targets being met Escalation Calls Tracker maintained

Escalation calls are audited Escalation calls are analyzed Briefing updated on the KMT TM findings being shared in briefing Briefing All agents aware of the briefings All TLs and QAs aware of the briefings Weekly TL review in place TM Performance Review Action Plans developed based on root cause Action Plans implemented

Audit reports checked for a sample of escalation calls audit. Analysis conducted on escalation calls data with regards to; top call drivers, agents, TLs & resolution on escalation calls. KMT checked for recent updates Transaction Monitoring findings being shared with agents during the briefings. For e.g: Fatal Errors of the previous day shared with the agents during the days briefings. Sample of agents audited on the awareness of the current process updates. Sample of supervisors audited on the awareness of the current process updates. Sample audit of TLs & AMs on the weekly performance reviews conducted. Mutually agreed action plan developed based on the reasons of non performance on KPIs. Generic action plans would not need to compliance. Implementation of action plans agreed during reviews checked with a sample of the TLs Random systems checked for their readiness and if systems not working the a check whether the ticket for the same has been filed by the TL in charge of the bay. Sample check on tickets filed, whether the resolution has been provided ontime. Sample of agents audited on the availability of headsets while taking calls.

Tickets Raised for systems not working Systems Availability Resolution to the tickets raised provided on time Headsets All agents with headsets.

BAB Scorecard with Scoring:

Ops_BAB_V2 0.xls
Departmental Responsibility:

Activity Operations BAB Audit Training BAB Audit Hiring & Onboarding BAB Audit

Responsibility MAST/Compliance Team MAST/Compliance Team MAST/Compliance Team

Analytics Responsibility MAST/Compliance Team MAST/Compliance Team MAST/Compliance Team

Frequency Weekly Monthly Monthly

BAB1003 Changes in BAB 2.0

Changes in Requirements:
-

Inclusions:

Exclusions:

Reasons: A +ve change in the compliance %age of a requirement will lead to an improvement in the score (subject to the bare minimum compliance level). Improvement will be visible in the score for that particular requirement in the BAB scorecard. This movement in the score will serve as an indicator for all stakeholders. It will also serve as a motivator for the teams working on the compliance on various requirements. Requirements that have a greater impact on the performance added to the scorecard.

BAB1004 Measurement Medium

Internal Audit Mechanism: The MAST personnel on site would conduct the audit and publish BAB scores in accordance with the scorecard in BAB 1002.

Version Control: In order to provide a uniform and consistent method for preparing and handling documentation changes, the BAB SOP will be assigned a document number; as changes occur with formal notification of changes to be announced. This applies to any/all changes made to the standard operating procedures.

Analysis & Action Plans: MASTeam/Compliance Team must evaluate, aggregate, and analyze the findings from the BAB audit. The process leaders must ensure effective corrective actions are developed for addressing the findings that have the highest potential impact on the business. The process leaders must ensure that corrective action plans effectively address identified opportunities and gaps.
Benefits of Brilliant at Basics Scorecard:

Implementation of the policy would lead to the following benefits for the organization:

Overall the implementation of the policy would lead to building foundation blocks for operational processes & support functions. A regular check mechanism on the basics for both operations & support departments. The audit and the report help in highlighting potential risks and help raise red flags for unforeseen scenarios. Keeps the top leadership abreast with the ground level realities in all the functions.