1. 120 Day Action Plan FOR SENIOR MANAGER, CALL CENTER OPERATIONS
Prepared by:
Fred Hunter
Tomasz Kawka,
Director, Horizon NJ Health
Prepared for:
Date: April 29, 2016
Copyright Greater Than One 2010

2. Orientation - Hit the ground running.
1-15
Orientation - Hit the ground running.
Day Plan
Orientation /Trainings- Learning
Sit in on any associate trainings, learn administrative protocols (Systems, KPIs, and Reports),
Complete any orientations required by Horizon.
Systems/ Processes- Environment
Receive all IT system credentials, remote access, Avaya CMS, vendors systems, , and equipment.
Learn company protocol on handling internal/ external complaints, budgets, and project barriers.
Meetings/ Introductions- Q&A
Hobart visit; Call center staff and project management team, any counterpart (Ops), any key
staff needed for my success (intro by Tomasz).
1:1 meetings- my team, and with Tomasz on top priorities, reports/ information needed, and any feedback .
Performance / Past Reports Review - Understanding
Learn metrics used, key performance indicators (KPI), quality, goals, and past vendor reports.
Review- Internal / external budgets and variances, staff expenses, and any other expenses.
Perform SWOT analysis. (towards end of month)
Copyright Greater Than One 2010

3. Getting up to speed, accelerated pace
16-30
Getting up to speed, accelerated pace
Day Plan
Continue to build relationships via onsite visits; management team, vendor management and agents, and key staff in NJ.
Follow through on commitments, identify any quick wins and the ‘change leaders’ (Call Center).
Ascertain morale, status of call center agent trainings, and establish 1:1 with directs.
Establish myself as a resource and a consultant (provide input and support).
Identify “Top 5” (applying 80/20 rule); performance issues, queue and escalation issues, etc.
Reviewing KPIs, agent training, aligned with goals, metrics, and various management reports
Evaluate vendor performance, routine business decisions, and quality; Any changes, esp. in personnel, my staff recommendations (review protocol).
Continue to study to improve knowledge on Horizon call handling queue and business protocol.
Follow up with Tomasz, compare and review priority lists, and feedback (weekly).
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4. Ongoing- Quality, refining, and training
31-60
Ongoing- Quality, refining, and training
Day Plan
Continue to dialog with stakeholders, ‘change leaders’, my mentors, and counterparts.
Continue regular site visits and 1:1 with directs, and vendor management team.
Focus on call handling performance, quality initiatives, and reaching goals.
Establish the communications strategy that reinforces the culture desired. Then use to communicate priorities to staff and results or accomplishments to stakeholders.
Still some Horizon product knowledge studying to improve on company and industry.
Complete vendor development plans (using performance), follow Horizon protocol.
Be a good team member; look for opportunities to improve process, systems, quality, and customer services.
Using 80/20 rule, continue working priorities, identifying new priorities to complete.
Continue to meet with Tomasz, compare priorities list, expectations, and any feedback.
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5. Ongoing Steps- Managing by Exception
61-90
Ongoing Steps- Managing by Exception
Day Plan
Site visits; effective and efficient, optimum time management.
resign management tools i.e. ‘80/20 rule’, Urgent, per agent cost.
Focus on reducing call back, improving quality, and capacity.
Create my next 90 day plan; and perhaps a 12 month plan.
Design a business process model for two integrated call centers.
Draft new and creative process management methods for 2 call center teams; follow up input from team(s) and Tomasz
1:1 with ‘change leader’ discuss strategic initiatives and revenue.
Continue to dialog with Tomasz compare project priorities and feedback.
Copyright Greater Than One 2010

6. Next Step- Process Improvement
91-120
Next Step- Process Improvement
Day Plan
Grow and maintain relationships.
Work efficiently and effectively to ensure optimum time management.
Implement new procedures, cost saving techniques, and leveraging technology to improve performance (goals).
Use ‘80/20 rule’ and ‘Non-Urgent , Important’ mgmt tools.
Completed Operational Plan for each center using feedback from change leadership, center management, regional team, and Adam.
Continue to dialog with Adam, compare priorities list for region and feedback.
Copyright Greater Than One 2010

7. Process Improvement and Quality Initiatives
91-120
Process Improvement and Quality Initiatives
Day Plan
Continue site visits, mentoring, and Management team meetings.
Work efficiently and effectively to ensure optimum time management.
Use 80/20 rule, focusing on ‘Top 5’ lists to build revenue.
Implement new procedures, techniques, systems, or plans to further long-term goals. (Texas Call Center)
Continue to dialog with Tomasz, compare priorities list and any feedback.
Copyright Greater Than One 2010

8. IS ANYTHING MISSING THAT WE DIDN’T ALREADY DISCUSS?
THANK YOU FOR YOUR TIME!!

9. Call center operations
Hobart and NJ Offices
Call center operations
Copyright Greater Than One 2010

10. THANK YOU FOR YOUR TIME!!
Fred Hunter
4/29/16