BizOps Enterprises: Call Center Relocation Operational Plan Analysis

This assignment presents a comprehensive operational plan for relocating a call center, addressing various aspects of the process. Task one focuses on consultation, identifying key stakeholders such as the CEO, Managing Director of Finances, and the Director of Human Resources, along with relevant questions. Task two details the physical and human resources required, proposes a procurement plan, and defines key performance indicators (KPIs) like sales per agent and call abandonment rates. Task three involves a risk analysis of potential issues like data loss and employee adjustment, along with contingency plans. Task four outlines an operational plan with mission, objectives, and an action plan for key deliverables, including a budget and risk management strategies. Task five addresses legislative and regulatory contexts, while task six covers recruitment and development strategies. Task seven includes an action plan with timelines and responsibilities, and task eight describes a monitoring process for the KPIs. Task nine presents a review of the operational plan's progress, including financial analysis and areas of under-performance. The assignment highlights the importance of strategic planning, risk mitigation, and performance monitoring in a call center relocation project.

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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properly prior record to guide
it
Involved costs Improper financial
management of costs
Low Exceeding the budget
can make business
run of losses
Business
interruptions
Employees not being
able to adjust to the
altered environment
High Employee
productivity is
decreased
Contingency plan
Risk Steps taken Impact
Loss of documents and
information
The documents are
transferred to an online
source (Bertalan et al. 2016).
The documents relocation will
be made easy and they will
not be misplaced
Involved costs The financial team forms an
accurate budget and
rechecks every expense
thoroughly
The budget will be followed
and chances of extra
expenses lowered
Business interruptions The human resources team
aims to build an exact
environment that was present
before
The employees are able to
adjust and will perform their
best
Task four
Operational plan
Mission: to provide high quality, innovative products and services to the customers that are
able to adapt themselves with the changing needs of the customers.
Objectives:
● Gain financial stability by increasing revenues by 15%
● Launch new products to reinforce their market position
Call Centre strategy
● Hire people and train them to capture new market
● Increase per employee revenue earned
Action Plan for key deliverables
Goal Target Steps taken Time period
Hire people and train
them
Hire at least 40
efficient employees
with prior experience
● Advertisemen
ts posted in
the
newspaper
● Training
● 2 months for
hiring people
● 1 month of
training
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department
set up
Increase per
employee revenue
earned
Bring every
employee to the
average level
● Training
provided
● Example of
high earning
employee set
up as a
motivator
2 months
Key Performance Indicators
KPI Targets
Sales per agent Increase up to 50% each
Revenue per successful call 70% overall
Call Abandonment 20%
Budget
Task Expenses
Choose a suitable area for relocation $50,000
Hire an architect for managing the space $6000
Manual relocation of furniture and equipment $10,000
Posting ads for hiring a new workforce $1500
Buying new equipment $4,00,000
Risk Management
Risk Threat
Loss of documents and information If there is no previous record to guide it, the
company will have to be carried out blindly.
Involved costs Overcoming the budget can result in losses
for the company.
Business interruptions The productivity of employees is declining.
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Outcome
The expected outcome from the relocation is an eventual decrease in the amount of cost
involved in running the call centre. Newmarket can be captured through the relocation and
new minds will be hired for taking the business to a new direction.
Task five
Outline the legislative and regulatory context
● The relocation will be in accordance with the laws and regulation set for the employees
and no policies will be breached
● No employee will be forced to be relocated and can decline the offer.
● The employee compensation and working hours will remain the same. However, due to
the relocation, the workload may increase initially (Parmenter, 2015).
● It would be ensured that there are no health and safety risks posed to the employees
during the whole process.
Task Six
Recruitment and development strategy
Aim: to recruit, train and deploy efficient employees to the new centre
Objective: Hire at least 40 capable employees 12 of which will be for part-time night shift
Skills required: Able to communicate fluently, handle calls and is tech-friendly, able to work
under pressure and comfortable with workload and targets.
Start date: xx September 20xx
Recruitment from: Placement agencies, walk-in interviews from ads placed on social media,
website and local newspapers.
Training: this will include training for using the equipment, managing calls, talking fluently and
in accents
Ongoing Mentoring: Persuasion and negotiation skills for bagging a sale
Contingency plan:
Risk Threat Steps to be taken
Set ideas about the ideal
employee
Employee hired will lack
variety or diversity
Promote to inculcate cultural
diversity among the
employees
Bias among the
interviewers
Incapable employees may
be hired
Carefully set the board of
members
Focusing on experience
and resume
Candidates that have the
ability to learn but lacking
experience will be
overlooked
Interact with the candidates
more than focusing only on
resume (Sadgrove, 2016)
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Task seven
Action plan
Action description Party responsible Time period
involved
Probable risks
Requisition survey
among employee
human resource
department
1-2 days Employees may list
out unnecessary
products
Inventory review Finance and human
resource department
1 week Due to proper
inventory
management, extra
equipment may be
ordered
Choose and approve
of a supplier
Finance department 1 week
Create and approve
the budget and order
products accordingly
Finance and human
resource department
1 week The budget may not
include all the costs
involved
Inspect the products
after delivery
Finance department 2 days The products may
have faults
Follow up for
expenses
Finance department 1 week The parties may not
agree on the costs
Task eight
Monitoring process
Sales per agent Revenue per
successful call
Call Abandonment
Tasks a. Note the
successful sales
made by an agent in
a week and set a
personal target for
them
b. Measure their
sales according to
the target set after
every week
a. Revenue earned
by the agent is
divided by the total
calls they make
b. Make the process
more efficient by
training agents to
make successful
sales
a. Locate any agents
that have more call
rates than other
b. Reduce the delay
in picking the call up
by enhancing the
system
Timelines 1 week 1 month 1 month
Responsibility Human resource and Quality control Quality control
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Quality control
department
department and
training department
department
Task nine
Review of the operational plan’s progress
a. Analysis and interpretation of budgeted and actual financial information
The initial budget was set up to be 4,75,000. However, some of the vendors chosen were
unable to present the products within the deadline. As a result, another retailer opted who was
charging much more (Harbour, 2017). As a result, the opening of the call centre was delayed
and it began to work with only 20 employees, who were trained for at least 1 month.
b. Areas of under-performance
The candidates hired were below the expected standard and need to be trained and mentored
thoroughly. They have learnt the basic process of picking calls. However, the number of
successful sales is still low.
c. Solutions and actions to be taken
The advertisement posed need to be able to seek out more capable employees. A placement
service can be used for procuring employees (Burtonshaw-Gunn, 2017).
d. Recommendations for any variations to the operational plan
More KPIs need to be chosen that not only focus on the performance of the employees but on
other business processes as well.
e. Procedure for approval of any variations
The senior chief executive, as well as the human resource director, will be intimated before any
changes are made (Maté et al. 2017).
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