Brilliant at Basics Version 2 0

8/6/2019 Brilliant at Basics Version 2 0

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Table of Content

BAB1000 – Document

Revision record…………………………………………………………………………………….3

Distribution………………………………………………………………………………………...4

BAB1001 – Purpose

What is Brilliant at Basics …………………………………………………………………………5

BAB1002 – Measurement System

Defining Objective…………………………………………………………………………………6

How do we measure………………………………………………………………………………..7

Departmental Responsibility……….………………………………………………………………8

BAB1003 – Changes in BAB 2.0

Requirements……………………………………………………………….………………………9

Scoring Methodology………………………………………………………………………………9

BAB1004 – Measurement Medium

Internal Audit Mechanism………………………………………………………………………....10

Version Control……………………………………………………………………..……… 10

Analysis & Action Plans…………………………………………………………………………...10

Benefits of the Brilliant at Basics Scorecard………………………………………………………10



Document

1.0 Revision Record

Revision Date PersonResponsible

Description of change

1 1st January 2010 Shikha Murali Initial release2 1st July 2010 MASTeam BAB Version 2.034



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 Audit Methodology/Requirement Check

Agents awareness on KPIs

Agents aware of all KPIs Sample of agents audited on awareness of KPIs

Aware of performance on each KPISample of agents audited on awareness of performance on KPIs

Aware of the targets for all KPIsSample of agents audited on awareness of the targetson KPIs

Calibration

Calibration conducted

Population Check on whether all monitors attendedcalibration in the month. On a weekly basis the sameis tracked through adherence to the calibrationcalendar published by the Quality Team.

Action taken for those failing to meetthreshold

Recalibration Checked for all who failed and therecalibration should have been conducted before themonitor started subsequent audits and feedback

Supervisors aware of parameters that ledto them failing calibration

Sample of monitors who failed audited on awarenessof parameters because of which they failed calibrationsession.

Supervisor knowledgeand awareness

PKT for all supervisors and scoresavailable

All supervisors attended at least one monthly processtest and scores available for the same.

Action taken for those failing to meetthreshold

Retest conducted for those supervisors who failed toclear the process tests.

Aware of the calculations of all KPISample of supervisors audited on their awareness of the calculations of their KPIs.

Aware of Teams PerformanceSample of supervisors audited on their awareness of their teams scores.

Aware of Process PerformanceSample of supervisors audited on their awareness of the process level scores on KPIs

Supervisor attendance

Current TL Absenteeism% ( Whether meeting process targets)

Overall TL Shrinkage for the process calculated andthe target for that is the same target as the one usedfor agent shrinkage.

Current AM Absenteeism% ( Whether meeting process targets)

Overall AM Shrinkage for the process calculated andthe target for that is the same target as the one usedfor agent shrinkage.

Resource availability

Agent - TL AlignmentPopulation check on the team changes/TL changes for an agent in the last 3 months.

Percentage of teams with adhocSupervisors

Check on the number of teams being led bySPOCS/SO/ATL/SME.

Agent Improvement Process

Actionable documented Feedbackprovided to all agents on failed calls

Documented relevant feedback checked for a sampleof failed calls.

Bottom Performers are identified and

Action plans developed

Sample of TLs audited on their ability to identify

outliers and the actions that they have developed for these bottom performers.

Calls taken by supervisors

QA's & TL's logged in for stipulated hours QA's & TL's checked on a minimum of 4hrs log/week.

Dashboard published with their performance numbers

Dashboard with the performance of supervisors onKPIs should be evident.

Bay Plan

All agents of a team sitting together Random check on bay alignments of agents & teams

TLs sitting with the teamCheck on whether TLs are seated along with their teams.

Roster Adherence

Roster published to agents and TLs Agents and TLs aware of the roster.

Roster being adhered Check on whether rosters are being adhered to.

Schedule Attainment targets being metCheck on the weekly schedule attainment of theprocesses.

Escalation Calls Escalation Calls Tracker maintained Sample of TLs checked on the maintenance of escalation calls tracker.



Escalation calls are auditedAudit reports checked for a sample of escalation callsaudit.

Escalation calls are analyzedAnalysis conducted on escalation calls data withregards to; top call drivers, agents, TLs & resolutionon escalation calls.

Briefing

Briefing updated on the KMT KMT checked for recent updates

TM findings being shared in briefing

Transaction Monitoring findings being shared withagents during the briefings. For e.g: Fatal Errors of theprevious day shared with the agents during the daysbriefings.

All agents aware of the briefingsSample of agents audited on the awareness of thecurrent process updates.

All TLs and QAs aware of the briefingsSample of supervisors audited on the awareness of the current process updates.

TM Performance Review

Weekly TL review in placeSample audit of TLs & AMs on the weeklyperformance reviews conducted.

Action Plans developed based on rootcause

Mutually agreed action plan developed based on thereasons of non performance on KPIs. Generic actionplans would not need to compliance.

Action Plans implementedImplementation of action plans agreed during reviewschecked with a sample of the TLs

Systems Availability

Tickets Raised for systems not working

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 thebay.

Resolution to the tickets raised providedon time

Sample check on tickets filed, whether the resolutionhas been provided ontime.

Headsets All agents with headsets.Sample of agents audited on the availability of headsets while taking calls.

• BAB Scorecard with Scoring:

Ops_BAB_V2 0.xls

Departmental Responsibility:

Activity Responsibility Analytics Responsibility Frequency

Operations BAB Audit MAST/Compliance Team MAST/Compliance Team Weekly

Training BAB Audit MAST/Compliance Team MAST/Compliance Team MonthlyHiring & Onboarding BAB Audit MAST/Compliance Team MAST/Compliance Team 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, theBAB 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 BABaudit. 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 thatcorrective 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.

Documents

Brilliant at Basics Version 2 0