New

of OPS
Era
2023

1
What is New Era of Ops about?
NEO is an evolution of processes, people and organizational management for Operations within TP

Boost teams’ skills and knowledge Raise employee satisfaction

• Increase product knowledge of agents and leaders • Increase ESAT (Growth Opportunities)
• • Reduce Attrition
Objectives

Provide closer support and development to Agents

• Boost communication between hierarchies • Ease agent’s career development

Upgrade process performance Improve financial results

• Increase CSAT and KSAT • Reduce hiring and training costs
• Level up performance indicators (Elite Bonus) • Increase Revenue and Gross Margin
• Obtain a leaner Operation

How do we achieve this?

• Improving coaching, feedback, mentoring and floor support
• Having more specialized roles within Operations
• Having leaders more acquainted with floor Operations
• Training people more deeply in process, products, and tools
• Promoting closer communication between leaders and
• Focusing more closely on people development
collaborators
What changes with NEO?

More time to focus on Closer follow up

people growth: to outliers:
Implement strategies to Increases availability
ensure greater availability for to work on team
team development. members performance.
What stays the same?
• TOPS activities execution and
follow up
• Administrative activities in
compliance with local
requirements
• Global and regional processes
in place.
Enhanced
Roles Redefinitions: communication:
Improve competencies in • Know your team´s personality
coaching, feedback, types
mentoring, communication, • Open-door policy
team building, product and • More strategic meetings with
tools knowledge, required team members
for operations roles. • Earlier PTL´s detection

3
 Organizational
Organizational Structure
Structure
Example of an account with 200 Agents

Traditional Structure New Era Structure

1 CCM / Account 1 Ops Manager

Mngr.
* Exp. Ratio: 1:300 * Exp. Ratio: 1:300

2 ACCM 2 Ops Leader

Exp. Ratio: 1:120 Exp. Ratio: 1:55-1:110

13 Sup 13 2
XC Sup
POC
Exp. Ratio: 1:15
Exp. Ratio: 1:15 Exp. Ratio: 1:55-1:110

4 QA 5 XS
Exp. Ratio: 1:50
Exp. Ratio: 1:35
200 200
Agents Agents
* Shared between Business Units 4
Organizational Structure and Responsibilities
O•
•
Client management
Support for XC and XS and Sup POC
Maturity Level 1 (Mixed)
• Direct responsible of assigned Agents Ops Manager Top Performing Agents
• Follow up to KPIs (CCM/Account Mng)
• Continuous process improvement Exp. Ratio: 1:300
and Grandfather Staff
• Feedback and development for outlying assuming XC & XS roles
Agents
Ops Leader
(ACCM/Sup/QC) Maturity Level 2
C
• Real-time floor support Exp. Ratio: 1:55-1:110
• Looping process (QA Feedback, Top Performing assuming
Sbs, Roleplays) XC & XS roles
• Logged in Time (50% of time)
• Handle agent’s PTL cases
XC
(CSS/SUP/
Sup S•
POC Payroll adjustments
QA) • Roster Follow up
Exp. Ratio: Exp. Ratio: • Abs & Tardiness follow up
1:10-1:17 1:55-1:110 •
S Reporting and Scorecard updates
• Bonus and Incentives follow up
• Process and targeted monitoring XS • TOPS Inspection process (Admin)
• Watchdog (CSS/QA/
• Remote Monitoring TR)
• Internal and Client Calibration Exp. Ratio:
• Real-time floor support 1:10-1:35
• Logged in Time (50% of time) Agents

Ratios and Logged in time can be reviewed during the implementation pase (Time Table exercise) 5
NEO’s Adoption Activities – 12 Week
Implementation Plan

Gap Analysis & Organizational Ratios Review & IT, InfoSec & Reporting and
Kick-off &
Preliminary Structure Definition Tools Automation
Program
Screening Definition Requirements Opportunities
Selection
1 2 3 4 5 6

Job Descriptions
7 Review &
13 Adjustments
NEO staff
agreement
signature Neo Roles’ NEO’s Roles Timetables &
Payroll and 8
Selection Candidates Gameplans
Compensations
Interview Profiling & Reformulation
Psychometric Tests Competency
Communicati 14 12 11 10 9 Matrix
on Plan Modification
Execution

15
NEO’s Staff Operative and Pilot NEO’s Identify Challenges Rollout
Training Quality Start Execution and Restructure Plan Adoption:
Shadowing Follow-Up NEO’s
17 18 19 20
16 Continuity
Plan
Where is NEO implemented?
Wave 0 2021 – Aug Wave 1 Sep – Nov Wave 2 Nov 2022 – Jan
2022 2022 2023
• EHI RSA MX • AT&T Cebu PH • AT&T ACP PH
• Florida Blue DR • Globe PH • AT&T Mobility PH
• HCSC DR • MYNT PH • AT&T Uverse PH
• Rebel CO • Avis MXN • Aeromexico ATC MXD
• Capital One CO • Zipcar MXN • Cemex MXD
• Nordstrom CO • EHI IRD MXN • Nestlé MXD
• Draiver CO • Cinch CO • RappiPay MXD
• Orange FO CO • Vivint CO • Boost Mobile MXN
• Walmart CO
• Wish CO
• Turo CO
• Vodafone CO
• Despegar CO
• Stripe CO

 Presence in 4 countries
 +20 accounts running NEO
 +10 verticals covered: e.g., Car rental, Online travel, E-commerce, Retail, Financial
services, Telecommunications, Health Care & Insurance, Transportation Mobility
NEO Implementation CSC

Q2 Q3
DRP – 42% of Rev. DRP – 19% of Rev.
• Florida Blue (Re-align NEO) • Clover
• HCSC (Re-align NEO) • Cardworks
• ADT
• TURO • COX
• Kohls • McGraw Hill
• FedEx • SNAP Finance

CRC – 43% of Rev.

• COX
• Viasat

HON– 37% of Rev.

• Brinks
• Dyson
Difference between NEO Implementation
CSC and Global
OLD CSC GLOBAL NEW CSC

Supervisor POC & Quality

NA YES Only SUP POC
Position

Elite Bonus 100% of Salary 20% - 50% (Ops Up to 40%

Definition)

Xcoach – 1:10 Xcoach – 1:10 Xcoach – 1:15 – 1:17

Ratios (Time Table) XSME – 1:10 XSME – 1:10 XSME – 1:15 - 1:35
Ops Leader – 1:55 Ops Leader – 1:55 – Ops Leader – 1:70 - 1:110
1:70

9
Support Areas Help Needed
NEO Implementation

Human Resources Information Technology

CCMS Team Infosec L&D
1. Define Payroll process with
1. Position Title creation* 1. Request GECSP exception to 1. Review local Jump! Initiave
new Positions
2. Experience Masks Creation* global team due to NEO Roles 2. Align initiative with NEO
2. Identify local legal restrictions
3. Experience Masks Assignment 2. Local approval of 3. Develop training material (if
to implent NEO
to NEO position titles tools/permissions assignment applicable)
3. Compensations validation
4. Assign manual permissions (until global final approval)* 4. Jump completion results/status
4. Tool to sign
(when required) 5. Wave planning/projections
agreement/Physical
6. Performance appraisal of NEO
5. Position title
7. Career path for NEO Positions
assignation/adjustment (with
ops)
6. Participation in interviews
(when required)
7. Sentiment results visibility
Quality Assurance

Recruitment & Process Team (QMS) TAP / Automations Workforce

Selection
1. Communicate NEO project 1. TOPS / BEST Calibration to NEO 1. Staffing projection with NEO
Roles 1. Automation development roles
(if program is hiring)
2. TOPS / BEST alignment when required 2. Reporting with NEO
considering NEO structure 2. Solution design for identified (connection time, billable
3. Share visibility and findings of challenges transactions)
eTOPS 3. Reporting solutions 3. Scheduling with NEO
structure (facetime and
schedules spots for XC and
XS)
 Thank you!
Follow us
/company/teleperformance

/teleperformanceglobal

@teleperformance

@Teleperformance_group

/teleperformance

blog.Teleperformance.com

New
of OPS