Interview.. It is an interaction between the interviewer and interviewee to figure out whether the interviewee has relevant skillset that the candidate is looking for.. and vice versa for the interviewee to understand what kind of opportunities exists with the interviewer and to achieve this they interact and the interviewer shortlists candidates basis his basic knowledge of the subject. Most of the times the candidates knows the subject but is unable to express it in a precise format… here we attempt to bridge the gap and provide to the interviewee external links / study material to prepare well for the interview.

Notes for TeamLeader Operations

SLA (Service Level Agreement) is a  broad term given to the parameters on which the performance of the team in a BPO / Contact Center is measured and each paramater has its own formulae which is set by  the client. the various parameters could be AHT, FTR, CSAT, Abandoned rate,  Shrinkage, etc

AHT = ( Total Talk time + Total hold time + Total after call work ) / No. of Calls taken

FCR or FTR = No. of issues resolved / No. of calls taken.

Abandon Rate = (calls dropped / calls offered ) * 100

Shrinkage = ((Provisioning for Unscheduled Leave + Scheduled Leaves) / No.of  Agents Rostered) *100

HeadCount Ration = TeamLeader : Number of agents per TL eg (1:10 or 1:15 depending on complexity of the process)

How would you identify the causes for increased AHT and what would be your approach as a Team Leader to resolve it so that business does not suffer?

a)could be because of negligence eg agent putting the customer on hold very often.
b)could be because the agent is not able to identify the resolution, if thats the case then we may change his seating arrangement make sure that he sits with a tenured agent and the tenured agent can help him take better calls as his score is important for team ranking.
c)in-sufficient knowledge related to the subject, demanding extra attention, as in more training related to the process d)the agent might be facing some personal problem ***whatever the cause be, the team leader needs to understand the cause and accordingly come out with a resolution to control the issue.

What role does the TeamLeader / SME play in controlling attrition ? How can you control attrition?
identify people who can attrite and then take special care of such cases based on their individual problems.

How would you take care of the agents who have not been considered for the appraisal? They would develop negative feelings and result in attrition, what exactly would you do to take care of such a situation?

How do u handle Attrition ?

Attrition is a tricky situation and the TL has to take a call to understand whether the resource in question is important to the company or not. If the resource is important than he has to find out whether its a Will Issue or a Skill Issue.

  • If its a Skill Issue then the resource has to be either a) sent for retraining b) made to sit with people who are performing well.
  • If its a Will issue than the TL / Reporting Manager has to sit with the Resource and understand whats happening in the life of the Resource as in Family / New Job etc etc. and resolve issue accordingly.

Handle High Shrinkage

You walk into office and see that out of 15 people who were supposed to be present only 11 has turned up.. what would u do to handle the calls aligned to ur team ?

Strategy Could be

a) ask agents to take shortcalls or get the After Call work done later

b) call people who have not come and ask / convince them to come back

c) May be ask people who are on scheduled leave to come back if they can

d) ask the sme to handle calls

e) Login himself to handle calls

e) if still there is a shortfall he can ask for help from other TL’s

Basics of Accounting

3 Golden Rules of Passing Journal Entries

Dr the Receiver Cr the Giver
Dr what comes in Cr what goes out
Dr all Expenses and Losses and Cr all Incomes n Gains


Various of ways of Matching Invoices

2 Way Match – Invoice and PO
3 Way Match – Invoice, PO and Goods Receipt Note
4 Way Match – Invoice, PO, GRN and Inspection Report


Types of Purchase Order

Standard purchase orders
A standard purchase order is typically used for irregular, infrequent or one-off procurement. As mentioned above, it contains a complete specification of the purchase, setting out the price, quantity and timeframes for payment and delivery.

Planned purchase orders
Like a standard purchase order, a planned purchase order is relatively comprehensive. A planned purchase order requires full details of the goods and services to be purchased and their costs. Dates for payment and delivery are also included in a planned purchase order, but these are treated as tentative dates. Issuing a release against the planned purchase order places individual orders.

Blanket purchase orders
A blanket purchase order involves a purchaser agreeing to purchase particular goods or services from a specific vendor, but not at any specific quantity. Pricing may or may not be confirmed in a blanket purchase order. This type of order is typically used for repetitive procurement of a specific set of items from a supplier such as basic materials and supplies.

Contract purchase orders
A contract purchase order sets out the vendor’s details and potentially also payment and delivery terms. The products to be purchased are not specified. A contract purchase order is used to create an agreement and terms of supply between a purchaser and vendor as the basis for an ongoing commercial relationship. To order a product, the purchaser may refer to the contract purchase order when raising a standard purchase order.