LMTT Assesment-Natalia Vargas

Natalia Vargas Herrera

Learning Manager TTAssessment

Quality Performance Strategy

05

Training & Development Plan

Team Structure & Smart growth

Class Planning

SWOT & Experience

04

03

02

01

Summary

SWOT & Experience

CashApp COL Training Supervisor

Natalia Elizabeth Vargas Herrera

ClassPlanning

Online view

1. Training plan.
2. Throughput improvements Action Plan.
3. SMEs/Mentors Training Proposal

Staffing Projection & Class planing

• Initial HC: 70 FTEs
• 2 Learning Specialist
• 60% throughput
• 12% operational Attrition

Training Plan

Site 1

• Initial HC: 40 FTEs
• 3 Learning Specialist
• 60% throughput
• 12% operational Attrition

Site 2

• Initial HC: 450 FTEs
• 6 Learning Specialist
• 60% throughput
• 12% operational Attrition

Site 3

• VOL-Issues at home
• VOL-Return to education
• VOL-Moving to competitor

Improvement

Expected goal

Actual performance

Throughput improvementAction Plan

Top Resignation Reasons

SMEs/Mentors may be required to support the CX and Ops team, they will be certified in each department and thus find their path of growth.

Development Plan

Learning team will request the internal opening for mentors to staff recruitment at least 2 weeks before the group’s OCP and will notify to WF the prior week they are needed.

Planning

• Absenteeism | Adherence review .
• Any Attrition risk.
• Top Frequent Questions Form.

Documentation

• Recognize assigned team & timing distribution.
• Monitoring & Feedback.

• Floor support | Participation .

Scope of work

• Mentors shall be pre-selected by obtaining at least 80% attainment of production goals.

• This selection will eventually provide top performers the opportunity to become backup figures in the future.

• Bi-weekly call led by TS to align processes, confirm planning, and collect feedback from previous waves and trainers.

Team Structure &Smart growth

Chayanne EmilioSite 1 - x6

Learning Specialist

Mentors/SMEs

Amelia SmithSite 2 - x5

Learning Specialist

Training SupervisorSite 2 - 1:5

John Doe

Training SupervisorSite 1 - 1:6

Jane Doe

Natalia Vargas

COL LMTT

Team Structure

Juan Pinto

Regional Learning Manager

Training Certification Process

30-60-90 Days Follow Up

Selection Process

Smart growth

Training & DevelopmentPlan

Results

Milestones

English Level and Communication Skills

Email Etiquette

Facilitation Skills

Data Handling

Quality PerformanceStrategy

QualitySupport

• Soft Skills refresher based on Six Key steps.

• Phraseology bank for delivering information based on the knowledge base.

• Call Flow Structure alignment.

• Visual Aids aligment.

Soft Skills Compliance - Baseline

Waterfall chart

Soft Skills Compliance - Expected

Thank you

✓limited scope in revamp projects and traces.✓Reduction in force/ramp down​.

Threats

• CSR-Instacart.
• Mentor- FedEx.
• Learning Specialist- FedEx.
• Learning Supervisor- Paypal, CashApp

5 years within the BPO industry

• Universidad de Valencia, España

Business Innovation Master

• Universidad Militar Nueva Granada

Public Accounting Degree

Experience

✓ Willing to go to the site when necessary, easy due to the closeness of home.✓Experience and growth focused on ramp plans.✓Diversification of knowledge and experience based on different projects​.

Opportunities

• Over the course of the year, internal growth can be evaluated for a total of 5 Learning Specialists.

• Great growth opportunities for agents in SMEs/Mentors programs.

• Opportunities for LSs to create material, refresher sessions, and project work when not assigned to a class.

Site 1

• Follow-up with coaches or team leaders.

• Review of handoff results together with the LSs.

• Alignment of the areas involved and constant communication.

• Six key actions proposed from the TX standpoint to drive performance on the Soft Skills opportunities including weights to segment the deployment and follow up stages from the additional material provided during this time.

Action Plan

• The trainers on this site would have more availability for projects.
• Two class types during the year

Site 3

• Greater number of backfill classes to complete expected HC.

• No growth expected in the training team.

• Site with the highest requirement for mentors during the year

Site 2

✓Self-demanding, self-pressured to achieve excellent results.✓Knowledge gaps regarding the scope of the new position.

Weaknesses

✔Wide experience in high tenured team management, reaching a high level of inter-personal problem-solving between team members during challenging situations. ✔Extensive knowledge of the BPO industry, including the ability to carry out preventative measures with all parties engaged in the account's performance. ✔Continuous process innovation led to an improvement in KPIs from a learning experience standpoint. ✔The ability to quickly and easily adjust to unforeseen obstacles by adopting a problem-solving mentality.

Strengths