Operational Plan for Call Centre Relocation

Task One
Consultation plan
The consultation process is an important part of the operational plan and plays an essential
prole in the management of an organisation. In order to make clear decisions, it is more
preferable to consult and open all communication channels with the people involved so that an
informed decision can be made regarding the change (Al Shobaki et al. 2017). For the purpose
of relocating a call centre to regional Victoria, the following people will be consulted.
Chief Executive Officer Rose Hargreaves
Managing director: Financial operations Mike Booth
Managing director: Human resources Sayo Yoshida
Explain why you would consult with them
The above-mentioned people have been chosen among the available people because it was
believed that they would be able to provide the most beneficial information as they are more
acutely involved with the work process. The chief excutive officer was chosen as he has
comprehensive knowledge and experience about the business and the market in general. Being
superior in the organisation hierarchy, it is also preferable to ensure that he is intimated before
any major change or decision is made (Weber et al. 2017). The Managing Director of finances
will be consulted as it the budget for the whole process should be under a limit and not have a
detrimental effect on the organisation. The Human resources director has also been included in
the process as the relocation is most likely to impact the lives and work of the employees. They
need to be guided and managed through the process (Grasso et al. 2015).
List of five questions to ask them
Chief Executive Officer Managing director:
Financial operations
Managing director: Human
resources
Do you believe that the
relocation is necessary and
would bring positive results?
Are the company finances at
a stable stage to compensate
for the relocation expenses?
What is the response among
the employees that would
have to relocate?
Can it not be avoided if
specific changes are made in
the business process?
What are the financial
predictions after the
relocation?
Are they demanding extra
compensation or a
promotion?
Would it not be wise to start
another centre in Victoria
rather than relocating?
What is the budget for the
relocation?
How have the employees
been chosen for being
relocated?
What is your expectation from
this relocation?
What are the major expenses
in the process?
What will be the process of
hiring new employees for
Victoria centre?
From the virtue of you
experience, what are the
What would be the best way
to monitor and curb the
What steps need to be taken
so that the employees are
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things that would require
most attention?
expenses during the
process?
able to adjust with the change
better?
Task Two
a) List of physical and human resources required to operate the call centre
1. The basics: computers, headsets, internet routers, server
2. Predictive dialers, voice over internet protocol, chatbots, call recording software, data
handler
3. Chairs, desks and tables, conference room, projectors
4. Call centre agents, team leaders, managers
5. Quality checking managers, monitors
6. Training managers, and voice trainer, sales trainer, process trainer
b) Proposal for the procurement of the physical resources
Aim:
A proposal for buying equipment for the setup of a new call centre in Victoria
Objective:
● To ensure that the vendor is selected according to the BizOps purchasing policy
● To ensure that purchase is amde according to the requisition form provided by the
employees
● The products are well inspected after delivery and the expenses are rechecked
List of products required:
● Computers
● Headsets
● internet routers
● Predictive dialers
● Voice over internet protocol
● Chatbots
● call recording software
● data handler
● projectors
The requirement for the equipment and software
The equipment listed above are the basic devices needed for running a call centre. The
software involved are likely to make the task of handling a large volume of calls and
information easier by distributing them among the agents. The Chatbot software will provide a
quick follow up to the customers and make the waiting time less (Rahimi et a. 2016). They are
also capable of helping customers resolve minor issues on their own and thus helping to
reduce the tasks for the agents.
Source
Equipment/ Product Retailer/ Source Cost
Call centre software bitrix24 $399 per month
Furniture Jardan $ 3,12,450 for 50 cubicles
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Computer, headsets,
projectors
CPL West Melbourne Pty Ltd $1200
Internet Routers Australian CNC Routers.
c) Key Performance Indicators (KPIs)
Sales per agent- measures the efficiency of the newly hired employees as well as those who
have been relocated.
Revenue per successful call- helps to set targets and measure the financial progress of a group
Call Abandonment- calls disconnected by the caller provides a measure of how effective the
system is (Sahebjamnia et al. 2015).
d) Develop a process to monitor the progress and achievement of the KPIs. This may be
done in the form of an action plan.
Measures Targets Frequency Monitoring method Time period
Sales per
agent
Increase
up to 50%
each
Monthly Measure the sales
record per week and
set a target for each
employee
12 months
Revenue
per
successful
call
70%
overall
Monthly Promote employees
by setting an
example of agents
who make the most
sale
6 months
Call
Abandonm
ent
20% Weekly Measure the call
abandonment rates
per employee
1 month
e) System to ensure security
The sales and revenue information will be stored on an online database that will only be shared
with or accessed by authorized personal through a passcode. The information will never be
printed or made into a hard copy to ensure that it is not disclosed (Heischmidt, 2018). Proper
steps will be taken to ensure that the database is not breached into.
Task Three
Risk analysis of at least three risks
Risk Source Likelihood Threat
Loss of documents
and information
The hard copies of
documents are not
stored and relocated
High The business will
have to be carried out
blindly if there is no
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