Vice President 1-Customer Care Voice-Customer Experience

Accountabilities    

Ensure seamless transition and flawless service delivery    

    Focus on transition with ‘Zero’ impact on service delivery
    Focus on efficiencies - leaner, greener and faster                   
    Focus on Process stabilization & sustained delivery
    Reducing operation costs                  
    Make TBP more effective 
    Build effective process management system    

    FTE headcount
    Revenue from the  BU Vs. Target
    Gross Margin for the BU
     MEI (Manpower Efficiency Index)
 

Ensure client satisfaction on all SLA’s and given parameters    

    Deliver on client benefits through innovation and improvements 
    Create plan to deliver efficiency
    Strengthen operational team as well as support functions to minimize leakages
    Partner with transformation team for value delivery                                           
    Identify transformation opportunities where available        Customer Satisfaction Survey results Vs. Desired
    Performance Index
    Improvement through Innovation
People management    

    Engagement plan for each strata of employees
    Focus on employee training and development, esp. wrt to building domain expertise
    HIPO engagement initiatives to be reviewed regularly
    Cross training and skill enhancement for managing high influx of volume
    Support to Line HR and utilize their expertise more from a people engagement and retention perspective
    Ensure minimal staff attrition and high levels of engagement    

    Employee Attrition Rate
    Employee Engagement Surveys
Provide assistance to industry and BU leadership for development of strategies for business development and  process improvements    Working on Strategic Priorities such as (but not limited to):                                                                                              
    Look for opportunities to deliver additional savings for the clients 
    Deliver operational efficiency improvements for both EXL and Client
    Assistance in business development as and when required
    Reduction in Overheads as % of Revenues
    Participation  in people development initiatives    

    Process improvement
    USD value delivered to Client.
    USD value delivered to EXL

4.      Major Challenges

    Focus on customer experience as the business is transitioned with zero impact on service delivery 
    Partner with HR to build strong people practices, and focus on capacity augmentation to manage volume effectively

5.      Key Decisions

• Decisions you make by yourself
•     Strategic improvement for process delivery 
•     People/management rationalization

6.      Interactions

• Internal Interaction 
• Job Role you need to interact with Internally in the organization to enable success in your day to day work    
•     Business HR Team
•     Corporate HR for staffing, internal movement, training, learning and development
•     Finance Team
•     Facilities Team
• External Interactions 
• Job Role you need to interact with outside the organization to enable success in your day to day work    
•     Clients

7.      Dimensions

Financial Dimensions

Managing the revenue and profitability

Graduate/ Post Graduate is preferable. Minimum 10 years of experience in the BPO industry

In alignment with the Employment Equity Act, preference will be given to applicants from historically underrepresented groups/ aligned with our EE targets