Strategic Assessment: Operations Manager

Strategic Assessment: Operations Manager

Telecom Campaign | River Beat

Ana Belén Cordoba

Data Overview

• Team Leaders: 5
• Agents: 50

• KPIs Targets:
• CSAT: ≥85%
• AHT: ≤ 5 min
• QA: ≥85%
• FCR: ≥78%
• Adherence: ≥90%

• KPIS Weight:
• CSAT: 30%
• AHT: 25%
• QA: 20%
• FCR: 15%
• Adherence: 10%

Performance Analysis - CSAT

• CSAT: 80.00%, falling 5.12% short of target (85%).
• Biggest Gaps in Impact:
• Supervisor 1: -1.37% impact, lowest CSAT at 77.89%
• Supervisor 4: -1.17% impact, CSAT at 78.49%

• Insights:

• Supervisors 1 & 4 contribute over 50% of the total negative CSAT gap. Focus for improvement: Soft skills, call resolution confidence, tone control.

• Potential leverage: Supervisor 5 – lowest impact (-0.70%) despite not having the highest raw CSAT.

Performance Analysis - AHT

• All teams are currently above target, contributing a combined negative impact of -0.51.

• Highest AHT (and impact): Supervisor 4: 5.74 min, with the highest negative impact (-0.16).

. Opportunities:

• Reduce dead air and wrap time via coaching or scripting.

• Targeted support for Supervisor 4 to identify call type or agent-specific bottlenecks.

• Use Supervisor 5’s best practices to model efficient call handling.

Performance Analysis - QA

• Overall QA: 84.72%, just below the 85% target by 0.28%.

Minimal total negative impact (-0.49%), showing consistency across teams.

• Supervisor 4: 84.11% QA, highest negative impact (-0.26%)

• Supervisor 3: 84.54%, but -0.13% impact

Opportunities: Focus QA coaching for Supervisor 4 — deeper analysis needed on error trends (compliance, tone, resolution). Cross-supervisor calibration sessions to unify QA expectations and improve accuracy.

Composite Score Analysis

• Supervisor 5 leads with the best overall performance, driven by strong QA and relatively better AHT.

• Supervisor 3 has the lowest score, largely due to the lowest FCR (39%) and high AHT (5.55 min).

• All supervisors exceed the QA and Adherence targets, but AHT and FCR are dragging scores down across the board.

Strategic Action Plan Summary

• Focus Areas
• KPIs: CSAT and AHT (highest-weighted KPIs.)
• Contact Drivers: Billing and Technical Issues
• Agents: with <12 months tenure

• Action Plan
• Short-Term (0–30 days)
• Mid-Term (30–90 days)
• Long-Term (90+ days)

Strategic Action Plan -Short-Term (0–30 days):

Strategic Action Plan - Mid-Term (30–60 days):

Strategic Action Plan - Long-Term (60–90 days):

Strategic Action Plan Summary

Itinerary

Behaviors

• Soft Skills
• Resolve & Offer

• Target 1 behavior at a time
• 1 hour training session
• 1 cycle per behavior

• Main Focus :
• Agents with <12 months tenure.
• Team Sup 1 & 3

• Itinerary will depend on agents schedule and WFM availability

How This Plan Improves the Overall Composite Score

The proposed action plan directly targets the three highest-weighted KPIs—CSAT (30%), AHT (25%), and QA (20%)—which together represent 75% of the composite score. By addressing the specific behavioral gaps behind each metric, we can produce measurable improvements that cascade across performance.

Composite Score Impact (Summary) Target Gain: +2.0 to +2.5 points in Composite Score Current Avg: ~80.0 Projected: ~82.5 after 4 weeks if targets are met Review Cadence: Weekly WBRs + KPI dashboards + coaching tracker

Long-Term Effect: Reinforced behaviors lead to sustained performance improvements, not just score recovery. Shared best practices from top performers drive team-wide consistency.

Business Risks & Mitigation