Client Onboarding Process. March 2013

Transcription

1 Client Onboarding Process March 2013

2 Proposal/ RFP/ RFI/ RFQ Prerequisites Ø All Proposals must meet the following Prime Directives - o Will the proposal being bid for achieve : HC - $1M in annual billing A minimum of 35% in GMs o If either of the above criteria are not met, does bidding for this business make strategic sense for e4e? Prior approval by the CEO is required for all such cases o Does e4e meet all the pre-qualification/ eligibility criteria to bid? E.g. Scalability, Liability, Culture Match etc. Ø Decision to respond to proposal must be confirmed by the President & CFO before the process is initiated (and by CEO if it does not meet Prime Directives). An confirmation must be sent by the Sales & CRM s to the SSG, Solutioning and Transition Teams. Ø The Proposal-specs/ RFP/ RFI must be circulated within a day from when the Sales/CRM receives it : o The Turn Around Times must be realistic, and standard is 5 business days. o The Bid Support Team should have the opportunity to ask clarification questions, in 72 hours 2

3 Approach & Responsibilities Sales Stage Activities Responsibility Deliverables Timelines for Activities Prospecting Lead Generation Opportunity Identification Initial Meeting Arranged Send e4e s generic Capability doc Lead Gen/ Sales/ CRM Requirements Document Ongoing as Required Qualifying Decision Process Prime Directives Met Sales/ CRM Initiate Proposal Response (Send confirming same to stakeholders) 72 Hours Proposal Response Opportunity Quantified Commercial Details Scoping FTE requirement, SLA s, location, work window etc. Review/Approval by CFO/ President SSG to work with Ops, HR, BE, Technology, Infra, and 1 contact from Transition & Sales/ CRM Proposal Submission Closure 5 Business Days minimum Closure Internal Stakeholder review of Proposed MSA/SOW Commercial Review Contract Negotiation Sales/ CRM Deal Won/Lost Win/Lost Note Sign MSA/SOW Initiation / Implementation Schedule Within 48 hours of winning a deal 3

4 Approach & Responsibilities Sales Stage Activities Responsibility Deliverables Timelines Project Initiation Kick Off Call internally Kick off Call with Client Agree on Scope of Services Expected Performance Levels Identify Internal movements in terms of tenured agents, QA and supervisory roles Update Workforce Management Dashboard Transitions Project Plan Transition Dashboard 48 Hours Project Planning Finalize Project/Ramp Plan Recruitment Requirements. Confirm people on the project (skill/numbers/ other requirements Knowledge Transfer Mechanism Quality & SLA Definition Reporting, QA certification, Ramp targets, volume mix, norms, audit percentages Technology & Facilities Planning Risk Identification & Mitigation matrix Set up Escalation Matrix Set up Governance Matrix (Internal and with Client Transitions along with Project Team and Ops, QA, BE, Admin, HR, Finance &Tech teams Finalized Project Dashboard 72 Hours 4

5 Approach & Responsibilities Sales Stage Activities Responsibility Deliverables Timelines Implement ation Raise MRF Track Project Hiring Deploy & Test Technology Components Facility & Infrastructure Readiness Knowledge Transfer & Timelines Quality Management (reporting, calibration session etc.) Set up data capture to enable SLA Monitoring & Process Improvements Initiate ISO documentation Base lining & Volume Analysis Set Up Governance Process Compliance & Infosec Business Readiness Test Health check call with Client (mutually agreed frequency) Location/ SBU Heads Transition + Recruitment Transition + Technology Transition + Admin Transition + Training Transition + QA Transition + BE + Ops BE Transition + BE + Ops Transition + Ops Transition + BE Transition & BE Transitions + Technology + Ops Weekly Transition Dashboard with updates on each Activity 8 12 weeks Go Live / Pilot Phase Follow Governance Process Track, Measure & Review SLA Performance SLA Dashboard (Ramp SLA Monitoring) ISO Implementation Transition Learning Handover (Transition & Ops) Call and final Client Sign Off (Ops, Transitions & Client) Transition, CRM/ & Ops Transition, CRM & Ops CRM & Ops BE & Ops Transition & CRM/Sales Transition & Ops Transition, CRM & Ops SLA Dashboard, Monitoring & Reviewing Mechanisms 90 Days 5

6 Know Our Services Understand and adhere to this process flow a must do. Important Guidelines Promise to clients/ prospect only what can be realistically delivered, on ALL aspects price, SLA s, go-live etc. We would love to be experts at everything, but we are not - therefore there needs to be an understanding of e4e's capabilities, service offerings and differentiators When in doubt, take the Business Excellence team into confidence before committing anything nonstandard to the client or prospect. Expectation Management If the reason for outsourcing is our mess for less then we need to set clear milestones when issues will be fixed. Just outsourcing to the experts doesn t make all the problems go away. Set realistic expectations on all time lines (especially India recruitment) all too often we have seen that haste makes waste Always include a minimum of a 90 day glide path (learning curve) and SLA waiver period or have lower level SLA s. BE will however track and report SLA s during this period and both the Ops Management and CRM must pay increase attention during such glide path period. Performance results should be measured separately for those in full production and those still on the glide path In addition the BE team will need to understand the methodology for all SLA s, sample size, measurement system for TAT etc. CRM/ Sales to get sign offs initially from President, CFO Transitions to capture the final sign off from all Stakeholders for implementation 6

7 Critical Factors for Success 1. Dedicated project team to be identified that includes Project / Transition Manager, Operations Lead, BE resource, Training SPOC, Technology SPOC and a Recruitment SPOC. 2. Identify upfront the Frontline Management team and Quality team. 3. Ensure the Project Dashboards are circulated to all stakeholders post the Kick-off call with all updates received and the same is discussed on the weekly calls. 4. Recruitment calibration with the client identify skills (domain & soft skills) required, numbers. 5. Ensuring adequate hires in the first phase keeping in mind our productivity and utilization and attrition levels 6. Training Documentation (domain & systems), Process mapping to be done, Effective Knowledge transfer plan to be ensured. 7. Set up for Success - Understanding the SLA definitions, Measurement methodology, reporting frequency and getting a Sign off from Delivery and the client. 8. Maintaining MIS during the Ramp period to capture data around the metrics & SLA s and identifying the internal capability and other issues during this period. 9. Project tracking & project calls frequently (weekly if not daily) with internal team and Client. 10. Proper hand off / hand over at the end of 90 day SLA waiver / pilot period (internally and with client) 7