BSA/505: Call Center Operations Department Policy Analysis

This report provides an operational management plan for Gail Industries, focusing on establishing a call center operations department. It analyzes potential risks, including poor service quality, data breaches, and communication barriers, and proposes control measures such as employee training, robust security protocols, and adherence to PCI DSS standards for credit card processing. The report emphasizes the importance of IT audits, including speech and facial recognition software, and CCTV implementation, to minimize risks. It also examines the relationship between IT governance and IT audits, highlighting how IT governance oversees the implementation of audit recommendations. The conclusion underscores the necessity of a comprehensive risk management strategy, including data encryption, firewall implementation, and employee training, to ensure the success of the call center venture, protect customer data, and meet high standards of data integrity.

Running Head: POLICY AND PROCEDURE ANALYSIS FOR CALL CENTER OPERATIONS DEPARTMENT
Policy and Procedure Analysis for Call Center Operations Department
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1POLICY AND PROCEDURE ANALYSIS FOR CALL CENTER OPERATIONS DEPARTMENT
Executive Summary
The purpose of this report is to create an operational management plan for Gail Industries. The
report aims to achieve in developing a conducive plan to successfully implement network
security mechanisms, customer data security along with safety standards related to credit and
debit card payments. Facial recognition software’s, implementation of CCTV are the necessary
implementations to create an overall impactful call center facility. Data security mechanisms
used in the organizations should be looked after by auditing personnel for optimum level of
services used to conduct a successful call center.

2POLICY AND PROCEDURE ANALYSIS FOR CALL CENTER OPERATIONS DEPARTMENT
Table of Contents
1.0 Introduction................................................................................................................................3
2.0 Risks and Impact........................................................................................................................3
3.0 Control Measures.......................................................................................................................4
4.0 Industry Standard for Credit Card Payments and Processing....................................................5
5.0 IT Audits to Minimize Risk of Organization and Stakeholders................................................5
6.0 Relationship between IT Governance and IT Audits................................................................6
7.0 Conclusion.................................................................................................................................7
8.0 References..................................................................................................................................8

3POLICY AND PROCEDURE ANALYSIS FOR CALL CENTER OPERATIONS DEPARTMENT
1.0 Introduction
Gail Industries works as a partner for various Fortune 1000 companies and government
agencies. Different categories of customer support and client handling mechanisms are used by
Gail Industries to cater to various needs by large organizations to conduct operational
requirement and client interaction, which is done through digital medium in order to conduct
back office operations (Kim et al., 2013). This report provided in-depth analysis to open a call
center operations department in the city of Small Ville to handle inbound calls daily based on
risks, measures, credit card processing mechanisms, required audits and relationship between the
governance and audit mechanisms of the Information Technology department.
2.0 Risks and Impact
Risks are a part of any venture at an initiatory stage. The best way to successfully
establish a venture is through analysis of pertinent risks associated with developing strategies
and mechanism for seamlessly conducting an operation during the starting period (Zengin &
Yüksel, 2016). Risks associated with establishment of a cell center are bad quality of service,
breaching of customer data, and violation of various regulatory compliance as well as
communicational barriers. Service quality relates to hiring of eligible employees within the
workforce that helps to create a positive workflow within the organization (Jaoua, L’Ecuyer, &
Delorme, 2013). Data breaches often occur in call centers that hold important customer details
related to bank account, personal information. Communicational Barriers pose an immediate
threat to the organization where an employee is not able to connect to the customers due to
insufficient knowledge of English language.

4POLICY AND PROCEDURE ANALYSIS FOR CALL CENTER OPERATIONS DEPARTMENT
The risks associated with development of a call center facility has an overall impact on
the organizations name. Bad quality of service leads to decrease in the number of customer calls
on a daily basis, which has an impact on the revenue in an organization. Breaching of data leads
to customer dissatisfaction and overall growth of the facility due to lack of security mechanisms
necessary to implement in order to protect customer information (Rod & Ashill, 2013).
Communicational barriers lead to employee’s decrease the goodwill of a company in this
competitive market.
3.0 Control Measures
The implementation of a proposed call center facility has risks associated with the
organization, which are necessary to control in order to provide better service to the customers
availing the facility.
The risks identified are bad quality of service, data breach and communicational barriers.
Successive institutionalization to control associated risks related to bad quality of service is by
employing quality employees having adequate knowledge of the domain, precise idea about
customer interaction and call handling as well as proper structured employee management
schemes to cut out unsatisfactory performers (Furutono et al., 2014). Data breaches can be
primarily information, which include their name, cellular number, email address, banking details
and other necessary details mitigated using security protocols and paid firewall services to
increase protection of customer data. Increase in network security not only protects the data of
customers but also increases flow of customer because of high quality security services provided
to the customer. Communicational barriers arise due to an employee’s lack of adequate
knowledge in English, which is a preferred medium of communication in call center facilities.

5POLICY AND PROCEDURE ANALYSIS FOR CALL CENTER OPERATIONS DEPARTMENT
Training sessions should be conducted with targeted employees who are not able to perform up
to the mark to facilitate learning to minimize communicational barrier risks.
4.0 Industry Standard for Credit Card Payments and Processing
Payment Card Industry Data Security Standard (PCI DSS) is a standard security
mechanisms used by industries in order to handle payment through credit cards from most of the
branded organizations (Edwards & Brolsma, 2013). PCI standards are monitored by, Payment
Card Industry Security Standard Council. PCI DSS compliance are a set of security regulations
for safe transactions through credit card or debit card. This was made by the largest credit card
brands around the world, namely Discover, MasterCard, Visa and American Express. PCI DSS
dictated six regulatory standards, which are necessary for organizations, like call centers to
follow. Network security, data encryption mechanisms, security of used software, access
restriction, documentation of security policies.
Gail Industries in order to comply the following rules. Recorded calls fall under the
category of same compliance standards, just like other processes, which store authentication
data. Call center employees are given a button, which allows them to pause the recording when
certain card details are provided to the customer. The security mechanisms employed within the
system should also comply with the security standards and PCI guidelines. Network traffic from
unsecure sites must be restricted as well as firewall mechanisms should be used to provide
additional level of security.
5.0 IT Audits to Minimize Risk of Organization and Stakeholders
Breaching of data in any organization is common in today’s digital sphere. Sometimes,
calls are generated in order to breach the organizations security system. The organization plays

6POLICY AND PROCEDURE ANALYSIS FOR CALL CENTER OPERATIONS DEPARTMENT
an important role to protect the stakeholders associated with the development of a successful call
center facility (Mitra & Yang, 2015). The necessary audits include having a speech recognition
software in phones through which calls are done. This will help in recognizing any fraudulent
individual posing as an employee of the organization to make calls on Gail Industries behalf to
procure necessary information from a customer involved with the organization to hack into their
accounts. Facial recognition software’s should be implemented inside the office premises to
constantly monitor employees. The most important factor to be implemented is the use of CCTV
(Closed Circuit Television) to stop unrestricted access within the organizational premises.
Constant monitoring of individuals as well as all inbound calls occurring in the call center
should have a database where it is monitored for any illicit activities. Employees should not be
allowed to use other software and external peripherals in the system, in which calling and data
handling operations are conducted.
6.0 Relationship between IT Governance and IT Audits
IT Governance is used to assess the various pertinent risks and issues associated with the
success of an organization. The risks, which are identified through audits like use of network
security, monitoring of employees within the office premises, use of facial recognition software
as well as speech recognition mechanisms implementation should be monitored by the IT
Governance.
The identified risks and ways to solve them, whether it is implemented accurately or not
is looked after by the IT governance. Installation of CCTV cameras is an issue identified by the
audit (Taylor, 2017).The quality of product used, whether the product is performing up to the
standard or not is addressed by the IT governance. There are certain compliance mechanisms,

7POLICY AND PROCEDURE ANALYSIS FOR CALL CENTER OPERATIONS DEPARTMENT
and individuals with prerequisite knowledge are allowed to conduct these governance issues
registered by the audit team (Beech et al., 2013). Speech recognition software is necessary, as
devised by the IT audit team, the quality of service related to high quality audio devices to
accurately look after speech recognition is kept in check by the IT governance. The relation
between the IT governance and IT audit is, one of the body looks after the necessary information
technology requirement whereas the other one checks for the quality of products and services
used (Winkler et al., 2013).
7.0 Conclusion
This report concludes that the call center facility of Gail Industries should have an
effective risk management strategy implemented in order to initiate the venture successfully.
Risks associated with data security, customer security, employing of individuals who have a
strong command over the English language are necessary factors. The compliance standard for
security must be adhered to by the organization in data encryption with the use of a firewall,
facial recognition software’s as well as speech recognition software. Credit cards and other
accounts related information of a customer should be protected using firewalls and other network
security mechanisms. The call center facility aims to achieve an optimum security standard and
customer relations in accordance with high standard of data integrity to make the venture a
success.

8POLICY AND PROCEDURE ANALYSIS FOR CALL CENTER OPERATIONS DEPARTMENT
8.0 References
Beech, R., Henderson, C., Ashby, S., Dickinson, A., Sheaff, R., Windle, K., ... & Knapp, M.
(2013). Does integrated governance lead to integrated patient care? Findings from the
innovation forum. Health & social care in the community, 21(6), 598-605.
Edwards, A. C., & Brolsma, P. W. (2013). U.S. Patent No. 8,489,068. Washington, DC: U.S.
Patent and Trademark Office.
Furutono, T., Tagane, J., Koga, A., Oda, R., Tanaka, M., Chigusa, K., ... & Fukuhara, R. (2014).
U.S. Patent No. 8,832,307. Washington, DC: U.S. Patent and Trademark Office.
Jaoua, A., L’Ecuyer, P., & Delorme, L. (2013). Call-type dependence in multiskill call centers.
Simulation, 89(6), 722-734.
Kim, C., Dudin, S., Taramin, O., & Baek, J. (2013). Queueing system MAP| PH| N| N+ R with
impatient heterogeneous customers as a model of call center. Applied Mathematical
Modelling, 37(3), 958-976.
Mitra, S., Song, H., & Yang, J. S. (2015). The effect of Auditing Standard No. 5 on audit report
lags. Accounting Horizons, 29(3), 507-527.
Rod, M., & Ashill, N. J. (2013). The impact of call centre stressors on inbound and outbound
call-centre agent burnout. Managing Service Quality: An International Journal, 23(3),
245-264.
Taylor, P. (2017). The Globalization of Service Work: Analysing the 12 Transnational Call
Centre Value Chain. Working life: Renewing labour process analysis, 244.

9POLICY AND PROCEDURE ANALYSIS FOR CALL CENTER OPERATIONS DEPARTMENT
Winkler, T. J. (2013). IT governance mechanisms and administration/IT alignment in the public
sector: A conceptual model and case validation. In Wirtschaftsinformatik (p. 53).
Zengin, S., & Yüksel, S. (2016). A comparison of the views of internal controllers/auditors and
branch/call center personnel of the banks for operational risk: A case for Turkish banking sector.
International Journal of Finance & Banking Studies, 5(4), 10.