Operationsn Manager

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Job Duties and Responsbilities

• The position is responsible for managing day to day operations and execution of programs. Supervises multiple Sr./ Team Leads (4 –8 direct reports). Responsible for operations performance, client satisfaction and program metrics. Based on program size, may oversee a single LOB or multiple programs.
• Analysis - Manages call center operations by means of reviewing and analyzing reports, records, and data to ensure that all quality, efficiency, and productivity standards/targets are met. Description of the metrics may change as per client directives and are available on Operations Performance Expectations.
• Reporting - Analysis of reports rooting from several sources (whether client-based or internally-generated reports) is essential in the day-to-day functions of an Operations Manager. An Operations Manager is expected to be highly keen on the details provided & hold Operations and/or other departments accountable to take actions on areas needing improvement. An Operations Manager (OM) is expected to deliver such reports to external clients and/or internal business leaders.
• Goal-Setting - Sets operational goals and business objectives. When needed, translates these goals into actionable items from Group/Shift Managers down to Team Manager (line supervisor) level. This includes setting or recommending topics for pre- and/or post-shift meetings / huddles with respective groups discussing goals, trends, action plans, among other announcements; including checks & balances (i.e. check for understanding).
• Strategies – Assists the Program Director in developing long term sales and quality strategies including ongoing needs, assessment, and feedback from Operations and Quality Monitoring processes.
• Processes - Monitors calls and provides feedback to Operations Manager/Director; Group Managers and Team Managers using program’s approved processes (i.e. Tri-Level Coaching process, etc.) and forms (i.e. Call Observation / Looping Form)
• Discipline – Maintains a strict form of discipline at all times, in terms of processes and policies. At times, may implement corrective actions to address performance gaps and analyze trend data to coach group Managers and Team Managers to attain goals and objectives, through the Operations Manager. Specific follow-through activities are also required. This includes A-Bay Programs, Performance Improvement Plans, etc.
• Communication - Communicate program activities and plans to the Operations Manager and/or the entire operations team. Plans include: Leadership Specific Changes (i.e. partner changes, Sales Briefs or Leadership News Briefs, etc..); Business Strategy Changes (i.e. Closing Tactics, Gift Cards provided to customers, etc.); Internal-VXI Development (i.e. HR Policies / Memos), etc. The CRM must also have a clear understanding of the business as well and the events related to the company.
• Client-Dealing - Conducts interactions and regular communication with the client; in partnership with the Client Services and Operations Director. Interactions include (not limited to): client call calibration, performance rankings and reviews, daily summaries, among others. Meeting deadlines for client requirements is a must.
• Performance Management – Conducts performance reviews as well, finds root cause and recommends action plans to solve performance gaps at any level. Performance Items include key metrics: Close Rate, Advance Product Take Rate, Package Penetration, AHT, Quality, among others. Performance reviews can take place in the form of formal scorecard reviews or one-on-one sessions, as needed.
• Workforce Management – Keeps a close watch on WFM in terms of line requirements, schedule adherence, meeting staffing lines, recruiting overtime as the business requires; etc. and executes necessary decisions.
• Expectations – Ensures that all parties/departments are executing the expectations set by the Business Leader / Director in terms of other Operational Performance Management functions specific to DTV. This includes: Outlier Management – i.e. Daily / Weekly / Monthly outliers, which agents / TMs are at the bottom tier? How many? What %? Delivery of such results / items / reports to the Business Leader is necessary.
• Motivation - Formulate and propose strategies, and taps the necessary teams, to motivate teams and agents alike. This can include incentive programs, hours of operations changes, etc.
• Time Management – Creates or recommends schedules to the SME and BUSA Team for better operations coverage at all sites. This may also include operations teams’ change of schedules to maximize business opportunities; in partnership with the Workforce Management Team adhering to client line requirements; and includes development activities like Coaching/Monitoring, Performance Trend reviews, etc.
• Quality - Works with the Quality Manager and/or team internally in VXI and with the client side to make sure VXI Operations conform to all guidelines and quality standards set.
• Inter-Department Relations - Manages internal-to-VXI Support Department functions as well, who work in partnership with the Ops Team. These groups include: Quality, Workforce, Recruitment, Human Resources, Audit, Compliance, Process Improvement, Accounting, among others. The OM also takes ownership of action items from these Support Departments that require Operations Participation.
• Trending - Forecasts and evaluates sales trends to identify and address project needs. The OM maintains a site workbook that gives him reports/data to base his sales counts and projections that will make the site achieve other goals and objectives. These reports include (not limited to): SQL Intraday Reports, Funnel Report, Media Arrival Pattern Report, Road to 30% Workbook, Outlier Workbook, etc.
• Ownership – OMs take ownership on final hiring decisions for consultant, team manager, group/shift manager, and other Operational Support functions when necessary. This includes conducting Final Operations Validation interviews to Client Interview phase, and managing his direct reports to conduct In-Depth interviews as well.
• Accountability – Helps create and implement Coaching and/or Sales Workbooks, among other templates, to help the Operations Manager, Group/Shift Managers and Team Managers to perform their duties as needed. The ultimate goal is to have their sales consultants perform better, and be accountable for his respective group’s performance / site results.
• Headcount – keeping a close watch of staffing, headcount, and attrition numbers, overall meeting the requirements set forth by the client. This includes performance management activities recommendations, done on mid-bottom tiered employees; outlier management as stated above; and attrition.
• Out of the Box - Reviews and analyzes performance functions of each Operational unit in the group, including Support functions and synergizes work efforts towards full operations optimization. The OM is expected to know what is going on in his business scope, including tasks related to each job post.
• Succession Management - Initiates Uptraining and Development Time with his direct reports for Skills Enhancement and/or Behavior Change / Corrective Actions. This is part of the OM’s Succession Planning, in order to identify new leaders and/or candidates for potential roles for other VXI resources such as the Talent Development Team, for career-pathing.
• Development - The OM works closely with the Director for Operations and higher VXI officials; work together with the Client Services Director, and clients to improve performance and grow the business.
• Administrative - Perform other duties that may be assigned by the Business Leader / Management team and/or VXI Executive Team from time to time

If you like wild growth and working with happy, enthusiastic over-achievers, you'll enjoy your career with us!