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Work From Home Wireframe for Contact Centers
During COVID Crisis3 1 M A R C H 2 0 2 0
Madhuri Singh, Principal Consultant, InGroup ConsultingCopyright © InGroup Consulting. All rights reserved
TA B L E O F
C O N T E N T S
01COVID Crisis & BCP
02Work From Home Lifecycle
03Work From Home – Readiness
Levers & Checklists
04WFH Program Effectiveness
Copyright © InGroup Consulting. All rights reserved
05Our Services
3
COVID Crisis & Business Continuity Challenge for Contact Centers
4
Employee Safety First
The COVID 19 became the
most unprecedented global
disruption and literally has
bought the world to a halt.
Businesses are
demonstrating how they
value their people asset and
best precautionary measures
during this pandemic
Work From Home –
Operational Agility
Businesses are rapidly
deploying Work-from-home
to ensure employee health
safety and as well as to
ensure business continuity
Identify Operations structure
and IT options to
operationalize WFH.
Conduct implementation
assessments
Customer Assurance
Contact centers are
experiencing a spike in
volumes since the COVID
19 outbreak.
To continue serving
customers during this
dynamic environment is
paramount to businesses.
Business Continuity &
Reliability
Accelerating feasible options
to make the Work From Home
model operational. Seek Sign
off’s from client prior to
implementation
PMO and Crisis Management
teams to keep the
communication going
Securing Employees Securing Customer Connect Securing BCP / DRSecuring Service Delivery
Moving work from Contact Centers to Work From Home Model
Drive Employee
Communications
Extensive Client
Communications
Efficient WFH Transitions
& Project Management
Identify & Priortize
Clients to a WFH model
WFH Operational Through Secure
Access
Employee Communications
WFH Feasibility Analysis & Prioritization
Client Communications & BCP Sign Off
5
Work From Home – Lifecycle Blueprint
WFH Agent: Virtual Setup
• Virtual Recruiting Model: Access to
wider talent pool, agent profiling,
online tests, interviews via video
• Onboarding: WFH Agent working
protocol online, Technology setup
prerequisites checklist
• Training: Online learning via video,
self paced learning modules and
online assessments
• Coaching: Team updates and one-to-
one coaching via videos
WFH Operational
Framework
• Workforce Management: Scheduling
flexibility
• Call Monitoring: Remote call
monitoring, live drop-in on calls by
Supervisor
• WFH Agent Engagement &
Performance: Team engagement
activities and monitoring software tools
that help track agent performance
• Realtime Reporting: Clients to avail
real-time reports
WFH Agent Environment & Tech
Specs:
• WFH Agent Workspace: Dedicated work
environment, noise free zone
• Devices: Computer, lock down devices. Noise
cancellation headsets
• Network & Connectivity: Secure access
control through VPN or VOIP .Mandatory high
speed internet access
• Applications: WFH agent to have access to
all applications in order to serve the customer
• Remote Desk Support: Helpdesk 24x7x365
WFH Model Business Reliability
• BCP: Master data record of clients and
processes by process complexity,
uninterrupted / priority services, technology
maturity, ease and speed of implementation
• Data Security: Strong security solutions for a
WFH environment. During crisis management,
obtain critical client sign offs for exceptions
• Legal: Check for contractual obligations
• Audits & Scans: Periodic security
assessments, IP addresses scan, penetration
tests and vulnerability scans
6
Work From Home – Implementation Challenges During COVID
Sourcing new agents at short notice
Lack of enough staff to helpnew and existing agents
Lack of enough time with the supervisor to monitor adequately and provide coaching
Lack of enough training staff to train new agents and help existing agents
High absenteeism, short staffed to manage callvolumes
Glitches in activating remote barge-ins and or lack of time with Supervisors and QA’s to meet call monitoring goals
First priority to conduct teamhuddles for in-house and WFHagents followed by -1-on-1 coaching and team engagements
Glitches in activating remote barge-ins and or lack of time with
Challenges in finding an optimal, cost effective and speed to implement solutions
This can be a challenge for many agents, for instance in India and Philippines…many agents do not have proper home infrastructure to support WFH
In some cases, desktops need to be shipped / sent to agent’s home location, can cause additional work load in terms of procurement and logistics
Applications and Support made available but constraints on 24x7 resourcing and remote access
Business continuity plan with assumed changes signed off by customer. Usually this process can cause delays if client is unwilling
This is a critical pre-step in setting up WFH. Chief Information Security Officer needs to sign off the assumed guidance for this DR period
Necessary changes to the MSA for this interim crisis period needs to be highlighted, documented and agreed upon. SLA’s waiver can be sought for this period
List the precautionary measures that will be followed for the WFH program. This operation needs to be executed diligently
7
Work From Home – Setting up the Essentials
Hardware (PC / Laptop), system requirements & headsets
Network access and internet support
Anti-virus and recovery
Updated employee information
WFM and shift schedules
Timecards and tracking of agent availability, Time on system etc.
Clear guidelines, expectations, roles, responsibilities
Help agents stay connected through communication tools
Agent adherence schedule
Real time supervisor dashboard
Quality assurance, compliance monitoring, remote agent training
MIS and dashboards to track SLA adherence and agent productivity
Technology…
Workforce Management & Scheduling
Agent Protocol & Communications
Operations Management: Tracking Productivity, Quality & SLAs
Desktop controls and remote agent access management
Protecting customer’s personal & financial data
Encryption, Fraud prevention through call analytics
Data Security
8
Prioritizing Clients and Queues for WFH Transition
ProcessProcess
ComplexityMulti-site
Multi-
lingualVoice Data
Critical
Process
Resources
Availability
Technology
Maturity &
CompatibilitySecurity
Risk
Exceptions&
Waivers (deviations
from MSA) signed
off
Ease of WFH
Implementation
Impact to
Revenue
Client 1
General
Queue
Client 1
Sales
Client 1
Collections
Client 2
Content
Creation
Client 2
Content
Cataloguing
Client 3
Payroll
For illustration purpose only
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
Y
Key Activities:
• Communicate to clients of the urgency to invoke BCP plans, obtain sign offs, necessary waivers etc.
• Identify and prioritize which clients are ready to move to a WFH model. Assign IT, Ops, PMO SPOCs & teams
N
N
N
Y
Y
Y
High Medium Low
Y
No
N
YesLEGEND PRIORITY P1 P2 P3
9
Work From Home – A Hi-Level Transition Timeline For WFH
Work From Home - Implementation Plan
Activities
March 2020 April 2020 May 2020 June 202 July 2020 August 2020 September 2020
02
Mar
09
Mar
16
Mar
23
Mar
30
Mar
06
Apr
13
Apr
20
Apr
27
Apr
Wk1 Wk2 Wk3 Wk4 Wk5 Wk6 Wk7 Wk8 Wk9 Wk10 Wk11 Wk12 Wk13 Wk14 Wk15 Wk16 Wk17 Wk18 Wk19 Wk20 Wk21 Wk22 Wk23 Wk24 Wk25 Wk26 Wk27 Wk28 Wk29 Wk30 Wk31 Wk32
Client 1 communications
BCP plan sign offs
Pre-assign PMO & ERT teams
Local Authorities Mobility
Permission
Devices, Network & Connectivity
Infrastructure Setup
Testing
Remote Agent - UAT
Other Key Dependencies
CLIENT 1: Process A
Existing Agent Pool (40%) moved to
WFH
CLIENT 1: Process B
Exiting Agent Pool (20%) moved to
WFH
Go-Live
Go-Live
Preparatory Phase
Technology & Infra Setup
Wave 1 – Client 1 – 2 Processes Identified for Work From Home Rollout
Wave 2 –
First wave of WFH
implementation that can
happen for several prioritized
clients / queues
Next wave of WFH implementation
that can happen for the next set of
identified clients
Recover
Re-evaluate
Refine
For illustration purpose only
10
WFH – Devices, Network & Connectivity Setup Checklist (1/2)
Tasks Actions Check Point and Dependencies Check
Workspace at
Home
• Advise agents to identify a comfortable workspace at home where
they can set up their work desk with the essentials of a computer,
phone, headsets and necessary tools
• A dedicated workspace at home maximizes agents productivity and
comfort
• Conducive environment guidelines to be shared or discussed with
every remote contact center agent
Devices:
Desktops /
Laptops
• Provide company laptops or desktops. Ensure necessary encryption
protocols and asset tracking mechanism prior to distribution for asset
control
• If the company is unable to procure and distribute company-provided
computers, identify if your agents’ personal laptops or desktops are a
viable option for remote work.
• In either scenarios, seek clearance from HR department to
ensure it is line with workforce policies and procedures
• Seek guidelines from Legal and Compliance teams to ensure
there are no customer data privacy concerns, GDPR etc.
• Ensure Clients are aware of the Work From Home policies and
how customer data privacy concerns are being addressed. Get
sign offs
Devices:
Softphones &
Headsets
• Provide the agent with a softphone and the software. When the
company tech team can control the PC content, implementation and
connection issues can typically be addressed
• Provide agents with functional headsets that are compatible to their
computers.
• While Softphones are easy to use, make sure the agents are
trained and conduct a few mock call interactions so that they are
ready to use
• Test the headsets with a peer team to ensure the agents can be
heard clearly and the audio quality is good. An essential test
before agents begin interactions with customers
Key Objectives:• Speed to implementation
• Services Restoration
• Business Reliability
11
WFH – Devices, Network & Connectivity Setup Checklist (2/2)
Tasks Actions Check Point and Dependencies Check
Connectivity
• Option 1: Analog phone or a cellular phone provides consistent
quality without the need for any network engineering. However, this
involves upfront activation costs and monthly on-going expenses
• Option 2: VOIP eliminates the above costs but will require either
Session Initiation Protocol (SIP) voice connectivity via the internet or
Virtual Private Network (VPN) support
• Check on guidelines from the IT team on connectivity options that
are compliant with company policies & procedures
• Assess datacenters’ remote access capacity for handle the
volume of workload coming from remote agents
• IT department to evaluate remote agent’s internet performance
before deploying the solution
• Provide an easy guide (document) and job aids to agents on how
the log on procedure into remote network services like VPN,
telephone with necessary password protocols and procedures
Applications &
Logins
• Remote contact center agents need the same access to applications
and tools just as their peers do when in office. Also supervisors
working remotely will need access to contact center mgmt. tools
• Ensure remote agents know their username and password to log into
systems and applications
• Have a handy list of applications and tools that every agent
desktop needs to have in order to perform their duties
• To avoid any last minute access challenges, ensure the agents
check their username / passwords and reset if agents have
forgotten their access details
Desktop
Virtualization
• Virtual Desktop Interface (VDI) will be useful to companies when they
want to maintain control on remote agents’ applications
• Seek guidance from IT teams on how VDI environment can be
supported to diagnose, troubleshoot or assist remote agents in
enabling VDI. Also refer to BCP / DR plans and stay consistent
with guidelines. Any necessary changes to guidelines need to be
reviewed and signed off by the functional stakeholders
Antivirus &
Recovery
• Ensure that company and employee provided computers have the
latest version of antivirus installed and processes in place to protect
equipment from virus related impact, malicious hijacking of
information, malware etc.
• This is a critical aspect and needs to be signed off by the IT
support team that the process has been installed, checked and
protocols for recovery are available
IT Helpdesk &
Support
• Provide remote agents with numbers and email ids to reach out to IT
helpdesk for any support on connectivity, internet issues, desktop
applications etc.
• Provide assistance on priority to remote agents whenever there is
a need. Every IT helpdesk shift manager needs to be cognizant
of the remote agents support requirements and address swiftly
12
WFH – Data Security Checklist (1/2)
Tasks Actions Check Point and Dependencies Check
Remote Agent
Access
Management
through Multi-
Factor
Authentication
/ biometrics
• In order to ensure that remote agents are authorized to access
systems, Multi-Factor Authentication (MFA) can be enforced. A
system with MFA will require the remote agent to input username,
password as a first step followed by information that needs to be
retrieved from an additional device such as numeric key fob or other
client device. The remote agent can login by correctly passing
through the 2 level authentication process
• Another option is through biometric scanning devices for fingerprints,
retina scans, voice print technology etc. Given the nominal cost of
biometric scanning, it is an available option in addition to the
username + password access. However, in the current COVID crisis
situation, this might not be a ready solution for most companies but
can be considered for future BCP/DR events
• Seek guidance from the Chief Information Security Officer on the
best possible option to grant remote access to agents
• Conduct a session with remote agents on how MFA or Biometrics
work. Follow it up with a reference document
Protecting
Customer’s
Personal &
Financial
Information
• Use automated systems to handle personal financial information. For
instance if the remote agent needs to take a payment from the
customer, in that event the remote agent can pass the customer to
an IVR and the customer inputs the payment card details. Once that
is done, the customer is directed back to the agent. This ensures
that the agent never has access to this financial information
• List of all processes that require to handle customer payments to
be made available to the IT teams
• IT teams to check by each process on the automated IVR option
for payment taking enabled
Key Objectives:• Risk mitigation plan
• Business impact assessment
• Client Buy-ins
13
WFH – Data Security Checklist (2/2)
Tasks Actions Check Point and Dependencies Check
Calls
Encryption
• Ensure call encryption software / solution is extended to the remote
agents. This option helps even if their connection or calls are hacked,
it would be impossible to make sense of the data.
• Calls that deal with personal health data or payment information are
typically the ones that need encryption as compared to generic
customer service calls
• IT / Telephony teams to extend phone call encryption as a
solution and especially that encryption begins at the start of the
call as opposed to encrypting calls after the agent hangs up and
the calls gets routed for data storage
Call Analytics &
Fraud
Prevention
• Call analytics help to find internal agents fraud and also protect
agents from malicious callers.
• Historical call data and content helps in finding suspicious behaviors,
triggers and signs and this knowledge can be used to avert any
future incidents. Also real time call analysis call data alerts remote
agent of a suspicious caller
• Information Security teams and IT teams to work together to
implement Call Analytics to prevent and alert on fraudulent or
malicious activity
• During COVID, most companies might not have this feature and
necessary waivers to be sought from clients and signed off
Desktop
Virtualization
• Virtual Desktop Interface (VDI) will be useful to companies when they
want to maintain control on remote agents’ applications
• Remote agents to login to virtual desktops, this ensures that their
local desktop is disabled. And on their virtual desktop, features like
print screen is disabled thus limiting a remote agents access to data
capture
• Seek guidance from IT teams on how VDI environment can be
supported to diagnose, troubleshoot or assist remote agents in
enabling VDI. Also refer to BCP / DR plans and stay consistent
with guidelines. Any necessary changes to guidelines need to be
reviewed and signed off by the functional stakeholders
14
WFH – Workforce Management & Scheduling Checklist
Tasks Actions Check Point and Dependencies Check
Updated
Agents’&
Supervisors
Information
• Ensure remote agents’ and remote supervisors contact information
is accurate and updated in the HRMS and other systems. Update to
include emergency contact information
• Managers and supervisors need to have a copy of the agents’
information accessible without having the need to connect to
company’s network
Access to
Workforce
Management
• Set clear guidelines for remote agents related Work Force Planning
activities and schedule. Ensure they have necessary access to WFM
• In case of Work From Home Supervisors, , ensure they have access
to WFM to build schedules, manage call flow and call volumes based
on number of agents available
• Test remote access and functionalities available for both remote
agents and supervisors as necessary
• Supervisors and WFM teams need to be aware of the current
absenteeism rate or unavailability of remote agents due to the
pandemic and bake these assumptions to schedule workforce
Schedule
Adherence
• Plan and share the need for a rigid adherence schedule. The remote
agents need to be aware that their actions, log in and log out hours
can be monitored and tracked virtually
• Explain the need for schedule adherence and how it can impact
service levels if agent is not available during their schedule.
Ensure they sign in and out of systems at start and end of shift
• Prepare and share schedule in advance to remote agents so that
there is enough preparation time and also the supervisor will
know if any changes need to be made due to remote agents’
unavailability or absenteeism
Key Objectives:• Resource management plan
• Service impact assessment
• Client sign-offs on any staffing issues
15
WFH – Remote Agents’ Protocol & Communications Checklist (1/2)
Tasks Actions Check Point and Dependencies Check
Remote Agents’
Protocols
• A written policy or a Standard Operating Procedure (SOP) should
be made available to all remote agents so that they understand
clear and uniform rules.
• This document should focus on detailing job responsibilities,
organizational, functional / department goals and objectives,
customer impact and individual work performance KPIs
• The manager and remote agent need to go over the document
together and ensure the understanding is in place and that the
remote agent needs to abide my the policies and procedures
Remote Agents’
access to Internal
Communications
• Outline expectations and protocols for internal communication
with all remote agents
• Share with them the types of communication to expect and
broadcast medium i.e. emails, conference calls or internal portals
• Ensure the remote agents have a list of numbers, email ids’ of
employee communications team and access to information
portals
1. Daily
Communication
• Set expectations with remote agents that you will have a rigor
around daily communications on various things such as: Team
Updates, Process Updates from their supervisors
• Supervisors to schedule time to communicate with remote agents
group. Let them know that supervisors are accessible on their
emails and or through IM
2. Corporate Email
Access
• Ensure all remote agents have corporate email access in order to
communicate with their supervisors, team members and also be
able to receive corporate emails addressed to all employees
• Supervisors and IT team to ensure the remote agents have valid
and functioning email address
Key Objectives:• Communications priority
• Emergency Updates
• WFH Agent Protocols
16
WFH – Remote Agents’ Protocol & Communications Checklist (2/2)
Tasks Actions Check Point and Dependencies Check
3. Keeping
Remote Agents in
the Loop
• Work from Home will see a new dimension of challenge due to
social distancing. Remote agents will feel being left out from buzz
of a normal workplace. Therefore, it’s imperative that Supervisors
/ Managers put a plan in place to involve the remote agents as
part of normal routine. Few examples of activities:
• Include remote agents in team meetings via Zoom or Skype calls
• Establish social media communities to help agents stay
connected
• Run fun events that can be done virtually too…for e.g. Dress up
theme days where remote agents can share and post pictures
along with rest of the team
• Run contests that boost productivity and have incentives /
rewards program tied to it
• Supervisors to ensure they find ways to involve remote agent
groups so that they stay connected socially and culturally.
3. Emergency
updates on COVID
as necessary
• Let the remote agents be aware about any regular updates from
your organization and where they get posted
• All FAQ’s, HR resources and other frequently needed documents
need to be made accessible for all remote agents
• Supervisors to ensure they share information on all internal
employee communications and how this will continue to reach
the remote agents population
4. Communicating
Illness and
Medical Attention
Requirement
• While Work From Home is being initiated as a means to mitigate
the potential risk of Corona Virus (COVID 19) spreading within
the organization; there is still a chance of your remote agent still
being at the risk of contagion beyond the purview of the
organization. Ensure they know who to call to inform of
illness
• Work with HR and develop an effective way to track and report all
agents who fall ill. Also capture the following:
• Details of date of illness reported etc
• Date of corona virus testing received
• Period of quarantine
• Continuously monitor and update employee records
• Stay vigilant, monitor and mitigate any further spread within the
organization
17
WFH – Operational Tasks Checklist (1/3)
Tasks Actions Check Point and Dependencies Check
Remote Agents’
Activity Reports
• Supervisors / Managers to have access at work as well as remote
access to call logs and reports that show all agents activity and
performance output
• Pay close attention to look for outliers in productivity and metrics
that can impact SLAs. For instance:
• Time on system
• Calls to agent availability ratio
• Schedule adherence
• AHT (talk times, wait times, hold times)
• % of calls answered
• % of calls abandoned
• Supervisors and Managers to check remote access to all
system generated MIS tools
• Identify remote agents with lower productivity, understand the
challenge areas and provide them with necessary help,
coaching and guidance
• Supervisors to publish daily dashboard on call volumes, staffing
percentage, Agent absenteeism, SLAs etc.
Call Quality
Monitoring
• Supervisors to ensure adequate call monitoring is done for remote
agents (same ratio as done for at work agents)
• Virtual call barging: Supervisors can plan a schedule to do surprise
so virtual call barging with remote agents. This always gives the
supervisor a pulse for the agents quality of work and allows them
to identify agents areas of improvement
• The other advantage of drop in on live calls is that supervisors can
provide silent coaching to the agents over a chat to help agents
provide consistent level of service
• Supervisors to check remote access to call monitoring system
and reports
• Publish dashboard on percentage of calls monitored vs.
scheduled and agent call quality index
• Supervisors to have a documented schedule to how all remote
agents will get adequate call monitoring coverage and virtual
drop in on live calls
Key Objectives:• Service Delivery guidelines for WFH
• Visibility to WFH agents routine
• Being accessible to WFH agents
• Monitoring performance
18
WFH – Operational Tasks Checklist (2/3)
Tasks Actions Check Point and Dependencies Check
Remote Access
& Screen
Sharing
• A further advanced level of remote agent monitoring can involve the
supervisor having remote access and screen sharing of remote
agent’s desktop. This allows the supervisor to see real time the
agent’s screen and how they are navigating the systems while talking
to a customer
• This observation is helpful to the Supervisor to provide necessary
coaching and providing tools and resources that can sharpen the
remote agent’s process knowledge and customer service skills
• Check with IT if the existing call monitoring systems allows
remote access to remote agent’s desktop. If yes, enable access
Virtual Training
for Remote
Agents
• Remote contact center agents might need some level of training to
keep up with the required skill or need to get trained on something
new either on tools or customer processes. In such time, virtual
training for remote agents is the solution and it can be done via
video, voice or chat
• Supervisors to explore options to conduct virtual training sessions
for remote agents
• Supervisors to enable access to any relevant collaboration and
communication tools such as Zoom, Skype for video calls and
Chat tools
Access to
SMEs
• Remote contact center agents need to have access to the pool of
subject matter experts (SMEs) with whom they can interact over an
IM to video (ensure it is integrated into the agent’s softphone). If this
technology is available, the agents can simply “click to connect” to an
available supervisor or a SME seamlessly
• This type of tool helps the remote agent meet customer needs,
resolve issues without having to transfer calls. This will help the First
Time / Call Resolution which in turn will have a positive impact on
CSAT
• Seek guidance from IT teams if this option is available which can
be integrated into the agent’s softphone
• If available, enable access.
• Educate the remote agent on how to leverage this feature while
on a call with the customer to gain access to a supervisor or a
SME
Knowledge
Base
• Ensure that remote agents have access to the business processes
knowledge base. Supervisors to train remote agents on navigating
the knowledge base
• Check access as part of setup activity and seek help from IT
helpdesk if unable to access knowledge base
19
WFH – Operational Tasks Checklist (3/3)
Tasks Actions Check Point and Dependencies Check
Minimizing
Virtual
Distance
through
Remote Agents’
Engagement
• Agents are likely to feel isolated, feel cut off with the WFH home
arrangement especially if they have been part of the brick and mortar
office. Here are few methods to marginalize virtual distance:
• Ensure visibility of co-workers, an enterprise social network is
particularly useful in helping co-workers stay connected
• Encourage peer resolution to solve problems (group chats,
group on the enterprise social network)
• Keep score. Implement real time scorecards so that
everybody is aware of each others performance. This helps to
focus on individual performance
• Create groups and run health competitive ‘champion
challenger’ contests between groups. This helps to feel part of
the group and drive group goals
• Engage-Applause-Reward: Practice reward / recognition and
try to add gamification to amp up the fun and value
• Allow time for one-on-one communication with the remote
agents; let them know the Supervisor or any key resources
are always accessible and can schedule time
• Check with IT on how to implement the enterprise social network
• Supervisors to schedule time to build and roll out Remote Agents
Engagement plans
20
Tasks Actions Check Point and Dependencies Check
IVR Scripting
• Prudent to make any required changes to the IVR scripts to reflect
the current contact center situation managing through the COVID
Crisis
• Changes in script could include to reflect any change in hours of
operation, wait time information, encourage to use the self help
option
• Check with IT if the existing call monitoring systems allows
remote access to remote agent’s desktop. If yes, enable access
Priority Queues
/ Calls
Management
• Review the call routing parameters for the prioritized queues and
ensure all high priority calls, emergency calls get answered
• Supervisors to explore options to conduct virtual training sessions
for remote agents
• Supervisors to enable access to any relevant collaboration and
communication tools such as Zoom, Skype for video calls and
Chat tools
Call Volume
Management
• During COVID, most call centers are experiencing a spike in call
volumes. In order to manage the excessive volumes, call centers
activate the Call Back feature or a Virtual Hold. This gives the
customer the option to hang up and receive a call back once the
agent is available
• If the contact center receives calls after the working hours, it might
be a good option to activate the Voicemail through the ACD. This
way the customer queries get answered efficiently the next day
• Seek guidance from IT teams if this option is available which can
be integrated into the agent’s softphone
• If available, enable access.
• Educate the remote agent on how to leverage this feature while
on a call with the customer to gain access to a supervisor or a
SME
WFH – Call Volume Management
Key Objectives:• Plan ahead on IVR changes, call
routing and volume spikes
• Secure client sign-offs for the interim
changes
21
Make Your WFH Program Successful
#Agility
Rapid configuration of WFH
production environments, real-time
decision making, budget tracking,
resource mobilization
#Social
infrastructure
Diverse agent demographics, work-
life balance, skill sets, team
engagement, communications.
Keep the teams connected
#Rapid replication
Replicate the WFH scenario for
larger set of clients, multi locations,
leverage learnings of previous
WFH implementations
#What’s Next
Recover from COVID crisis, re-
evaluate business continuity plan,
technology, contact center design,
simulate crisis situations, drill test.
Try to be Ready
#Productivity
optimization
Productivity stats, quality control,
resource availability & usage, SLA
adherence
#Business continuity
models
Document challenges and data
collected during WFH
implementation and see how to
better the business continuity
model
22
We can help you
WFH Process
Diligence, Design &
Documentation
• Develop or Refine a BCP / DR blueprint for Work From Home
• Create a WFH Process Design and a well documented Standard
Operating Procedure guide
Consulting Solutions for WFH Strategy,
Diligence to Service Delivery Assurance
• Guidance to invoke / support WFH implementation and
recommend strategies to cope during COVID
• Advice on potential risks & mitigation plans on WFH
• Approach to problems detection, RCA and potential recovery
actions
• Logical action prioritization based on service and customer
impact
• WFH implementation problems detection
• Technology solutions for a robust WFH
WFH Plan - Assessment,
Analysis, Advice
• Operational framework for WFH
• Agent Performance Management – SLAs and Metrics to
measure agent performance
• Enhancing Operational Efficiency through WFM best practices
• Recruiting, Training and Coaching approach for WFH
• Enhancing Customer Experience strategies
Operational
Performance
Assurance, Automation
Talk to our experts for a free
consultation on how to
achieve “Work From Home”
success
Email: [email protected]
THANK YOU
Madhuri SinghManaged the paging contact
centers in 1994 followed by next 2
decades in the BPO industry..
Expertise in Customer Management
Services and solutions. Avid
researcher & erstwhile coder
Vijay Reddy
30 years of services and
contact center
experience especially in
managing At Home
Agents network across
Americas
Suresh Ramani
Global Operations Leader,
Multi-domain specialist, 28
years of BPM practice across
several geographies. Deployed
large Remote Working model
across Americas and offshore
Prabhu Srinivasan
2 decades of experience
in business strategy,
Service Delivery
Frameworks, Advanced
Contact Center Design,
Six Sigma Leader