tra & dev. termpaper

8/8/2019 Tra & Dev. TermPaper

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Term Paper On

Job Analysis, TNA & Training Programme for

Team leader BPO.

SUBMITTED TO:

Miss. Gurneet Kaur SUBMITTED BY:

DIVESH ARORA

MBA

REG. NO.- 10901011

ROLL NO.- A-14


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Table of Contents:

Particular Page No.

Acknowledgement

Introduction of the Topic (Team leader BPO)

Objectives of the study

Job Analysis of Team Leader

Job Description

Job Specification

Essential Duty & Responsibility

Training Need Analysis

Training Programme For Team Leader

Reference


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ACKNOWLEDGEMENT

It is a great boon for me that I got this opportunity to make this project on the subject Job

Analysis, TNA & Training Programme for Team leader BPO. I am also very much

thankful to GOD helps me to reach here and to complete my term paper.

I also want to acknowledge that I have learned from working with my friends on this project.

I truly want to give thanks to my subject LecturerMs. Gurneet Kaur. who provided mewith the time, support and inspiration needed to prepare this term paper. I owe a considerable

debt of gratitude to LOVELY PROFESSIONAL UNIVERSITY for helping to get my post

graduate career stated and serving as positive role models. I gratefully acknowledge the

invaluable research and teaching contributions from my faculty. Several people have helped

me many ways, encouraged me and provided me useful suggestions during the initial phase

of this term paper and also I got much help from various internet sites from where I got

relevant data for making this term paper.

DIVESH ARORA


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Team Leaders have a wide range of responsi ilities, and may be call on to complete any task

that need a group to succeed. Weve broken the listinto categories:

T L - Ev T !

Team Leaders are responsible for moving the team to accomplish its task. Team leaders

should ensure an environment that helps teams get their work done. For example, the team

may need to meet off site, or require work samples, products or otheritems. The team leader

is responsible for obtaining these resources, and if they are unavailable (e.g., no off site

meeting space is available), then the team leader must inform the team of the situation and

directthe team to consider other options.

T L

Team Leaders may or may not be supervisory/managerial personnel. Mostimportantly, team

leaders should never "pull rank," or apply undue influence on the team. Good team leaders

know the lessons learned from experience are stronger and longerlasting than those learned

simply by having a supervisortelling someone whatto do. Being a team leaderis a good deal

of work. A balance must be maintained between keeping a team focused on the task and

allowing a team to make its own decisions.

T L l

The responsibilities of a team leader are varied and include:


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y Focusing team members on the purpose and task of the project; reminding the team ofthe result the organization is looking for and how it fits with the organization's vision,

mission and goals.

y Organizing the group, securing meeting space, resources and clearing organizationalboundaries.

y Working closely with the facilitator to create agendas, planning outcomes andensuring next steps are assigned.

y Assisting the facilitator with meetings; encouraging quiet members to speak up, andwhen necessary, shutting down those members who tend to dominate.

y Recognizing and celebrating accomplishments.y Communicating with others in the organization regarding the team's progress.

Here are four characteristics of essential leadership qualities, and some of the ways you canidentify if any of your staff members have these qualities.

y Good Interpersonal SkillsExcellent interpersonal communication skills are essential for a leader of any size team. If

you notice that an employee is able to communicate effectively on different levels and adjust

the conversation to the needs of the person they are communicating to, you have a potential

leader among your staff.

y Good Time Management Skills Leaders must be able to manage their own time and meet deadlines, especially those that

impact on other team members' tasks. Give your staff tasks and see who manages their own

time effectively to complete the tasks. These are good leaders in the making.

y Ability to Take the Initiati eLeaders must be able to respond quickly to solve problems and to take the initiative to

prevent problems proactively from occurring. Anyone who not only can work unsupervised

and still produce excellent work, but who will take the initiative to come up with a solution or

solve a problem is well worth nurturing.

y Ability to Work with Others in the TeamEvery leader has to work with a myriad of personalities and in a team environment. If you

have staff members who consistently produce their best work when collaborating with others,

you could have potential leaders. Good teamwork is a key leadership skill.


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Objecti e of the study

Major abjective of the study are as follows

To study the jab analysis part of the Team leader. To Identify the Training Need Part For the Team Leader To prepare the Training Programme For The team leader

Jab Analysis of Team Leader Job analysis include the job job description and job

analysis.

JOB DESCRIPTION

Job description is a written statement showing job title, tasks, duties and responsibilities

involved in a job. It also prescribes the working conditions, hazards, stress and relationship

with other jobs.

Thus, a job specification contains the following information:

1. Job title, code number, and department / division.

2. Job contents in terms of activities or tasks performed.

3. Job responsibilities towards effective performance of the job.

4. Working conditions specifying specific hazards/stress.

5. Social environment prevailing at the workplace.

6. Extent of supervision given and received.

7. Relationship with other jobs-vertical, horizontal, and diagonal.

Job Description of a Call Center Team Leader

The job description of a call center team leader touches upon all operational functions. Whilea call center provides a particular service for its callers from an array of possible options, the

core duties of team leaders remain quite similar. A call center team leader actively enforces

the operation's goals, policies and procedures, implements standards in the company's

training and development, supports agents, handles escalations, monitors the cue, and works


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in conjunction with administration.

Identification

A call center team leader acts as the chief agent, supervisory assistant, and administrative

liaison. Team leaders for call centers possess expertise of all agent-related duties. As a

resource for company knowledge and operating procedures of such a call center, a team

leader presides over agents, calls in queue, transactions, escalations, and quality of operation.

Other supportive responsibilities for the call center's team leader consist of monitoring,

coaching, and various forms of practical administration.

Significance

Operational guidance is the significant purpose of a call center team leader. As an agent

experiences a problematic call, the accessible and attentive team leader is capable to provide

support or offer advice upon any given situation. As an extension of a company's call center

administration, the team leader can participate as an agent during peak periods of incoming

call volume. Escalation calls are at a center's team leader's responsibility to assume and

resolve.

Function

Call queues receive, retain, and indicate the number of calls that await an answer from live

agents. Average speed of answer, and talk time, produce calls. Awareness of both queue and

call production prioritize the functions for a call center's team leader. As a queue level rises,

the team leader encourages all agents to be available for incoming calls. Once an entire team

is at service to calls, the leader will act as an agent.

Some example of job description in BPO are as follows

1 BLOM IT SERVICES PVT LTD

Job Description


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Fresher - BLOM IT SERVICES hiring Customer care executive for INTERNATIONAL

INBOUND BPO. Daily WALK-IN(Mon to Saturday) 9:30AM onwards @ SCF 80,3rd Floor,

Phase XI, Mohali. You can bring your friends along. FEMALES PREFERRED ONLY

Graduate / Undergraduate / Diploma Holders in any stream can apply B Tech., B.E., MCAs,

MBAs 6moths 2 yrs experience can apply with good communication skills Fresher can also

entertained but with good communication skills The candidate must be willing to work in

24x7 environments. Must possess strong customer service skills. Must have good

communication, comprehension and listening skills. Must have the ability to work under

pressure. Must have good typing speed.

Age limit - 18 28 years.

Responsibilities In this role, you will be responsible for dealing with a high volume of

incoming calls and outgoing calls, taking messages and booking appointments, Reference

checks, Data entry and other administration duties.

2 Golden Opportunities P t Ltd

job

Fresher - Should have hands on experience either in Taxation,Statutory reporting,Financial

Planning and analysis.

Should have good communication skills

Should be willing to relocate to chennai.

Should have finished CA or CA (inter)

Should Have Atleast one year of experience after finishing CA In ter.

CA freshers are also applicable.

3.Rajsoft Solutions P t Ltd

Job Description

Fresher - Required 50 Data Entry Operators

Good in typing,M/F Below 28,

Office at :

No:299 Burma Colony,

1st Street,Perungudi ch:96


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L/M : Near Life Line Hosp

Walk In 9.30 to 6.30 Pm

4. Religare Technologies Opening for Team Leader (Walk In)

Designation: Urgent opening for Insurance Team-Leader

Job Description:

Managing Team of Telemarketing Executives

Ensuring Productivity & Performance of the team

Monitoring Quality Scores

Coordination with other depts.

Training new hires

Experience in Team Handling & Supervision

Good insurance Knowledge

Experience in Voice based Insurance Process

5.Reliance BPO Pri ate Limited

Job Description

- Manage team of Customer Service Executives

- Manage call flow- Increase productivity

- Handle escalated calls

- Provide MIS to Manager Operations

- Schedule or roster of Customer service executives

- Motivate team

- Maintain call quality of team

- Ensure the team is adhering to the service level

- Implement various work process

- Interface with respective work center for resolution of complaints

JOB SPECIFICATION

Job specifications, also known as man or employee specifications, is prepareon the basis of job


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specification. It specifies the qualities required in a job incumbent for the effective performance of

the job.

Basic contents of a job specification are as follows:

1. Personal characteristics such as education, job experience, age, sex, and extra co-curricular

activities.

2. Physical characteristics such as height, weight, chest, vision, hearing, health, voice poise, and

hand and foot coordination, (for specific positions only).

3. Mental characteristics such as general intelligence, memory, judgment, foresight, ability to

concentrate, etc.

4. Social and psychological characteristics such as emotional ability, flexibility, manners, drive,

conversational ability, interpersonal ability, attitude, values, creativity etc.

Various contents of a job specification can be prescribed in three terms:

(1)essential qualities which a person must possess;(2) desirable qualities which a person may possess; and

(3) contra-indicators which are likely to become a handicap to successful job performance.

ESSENTIAL DUTIES AND RESPONSIBLITIES

y Feel comfortable working with people with disabilities.y Relate to staff members and workers in an ethical manner.y Ability to accurately prepare documents, production sheets and other reports and related

paperwork as required by each contracting customer.

y Maintain discipline, a safe working environment, and compliance of procedures related to jobspecifications. Keeps work area clean and orderly.

y Ability to recognize the need for work adaptations such as job set up, jigs and fixtures tomeet the needs of each specific contract and to refer such to their individual supervisor.

y As a Team Leader possess the ability to motivate workers within the team to perform to thebest of their abilities. Assigns individuals to specific job tasks.

y Capable of perceiving problems as they develop and communicating such to their individual


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supervisor.

y Responsible for all workers assigned to his/her specific work area.y Coordinate the work activities of those workers with disabilities in order to allow them to

achieve proper training and improve their vocational skills for gainful employment through

productive work.

y Assign individuals to specific job tasks.y Demonstrate job duties to workers and observe the performance of workers in the production

team to ensure compliance with procedures and safety regulations.

y As a Team Leader encourages all members of the production team to stay on task and remainat their workstation.

y Responsible for monitoring the quality standards of the contracts performed in their workarea.

y Set up jobs as directed in accordance with the time study, assuring that deviation from suchdoes not occur.

y Keep workers supplied with work and supplies necessary to complete work tasks.y Use designated area for storage of materials and completed contract work.

Training Needs Analysis (TNA)

Training Needs Analysis is a structured approach to the identification of training needs and the most

training & cost effective methods of delivering that training. A TNA can take many forms from a

simple checklist of required capabilities, to a comprehensive analysis using formal government

methods

Key Benefits of TNAy Procurement of training solutions is expensive - you need to be confident that you are buying

the right solution for your needs

y TNA processes ensure that the training solution is right for the people who will be trained,considering their background, experience, age and learning style


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y TNA will rigorously identify all the operational tasks that people need to do, the performanceexpectations for those tasks and the underlying knowledge, skills and attitudes required to

achieve those expectations

y Fully justified and auditable decision stages that lead to a selection of a costed trainingproposal

Objecti es of Training Needs Analysis

Before any form of training need analysis takes place it is essential to establish its objectives.

Is it being conducted as part of an annual review or appraisal process, to help a manager

determine which courses to send his or her staff on? This tends to be a very general, or high-

level approach to identifying learning needs, and is largely subjective. The outcome is a

training programme which often involves taking off-the-shelf training, delivered internally or

externally, and perhaps some mentoring or one-to-one training.

Alternatively, the training analysis forms part of a specific project, such as the

implementation of a new computer system. The analysis is more detailed, involves multiple

steps, and is more objective. The outcome is information about the skills gaps of a particular

group of people, which is then used to develop a customized training program that fills those

gaps.

Identifying Training Needs

The correlation between attribute assessment and actual performance of the person is a

question mark. This is visible in the large amount of heartburn among employees after the

appraisal process is over.Thus ,attribute assessment puts us on the wrong track from the word


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"Go". The subsequent training needs identified , even if we follow the process vigorously ,

would be incorrect.

The need for training and development is determined by the employees performance

deficiency, computed as follows:

Thus , itis no surprise that when an organi ation is in trouble, the training budgetis the first

one to get eliminated . Training does not seem to be fulfilling any significant purpose. Faulty

training needs identification is atthe core ofthis problem.

Needs Assessment Methods:

Several assessment methods for are available for assessing training needs. Some are useful

for organi ationallevel needs assessment and others forindividual needs assessment.

Training and Development need = Standard performance Actual performance.


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Training & de elopment Programme for Team Leader

Aim Of the training programme for Team Leader

This course will create practical awareness of the tools available for people managers in

today's rapidly moving and performance driven call centre environment. Delegates will

develop the skills required to confidently implement and utilise measurement systems. They

will understand the benefits of coaching to improve performance.

Objecti es of the Training programme

By the end of this course, delegates will be able to:

y Develop leadership skills in a call centre environmenty Enhance processes and performance

NEEDS ASSESSMENT METHODS

Group analysis

Organizational goals andobjectives

Personnel/skills inventories Organizational climate indices Efficiency indices Exit interviews MBO or work planning systems Quality circles Customer survey/satisfaction

Individual analysis

Performance Appraisal Work sampling Interviews Questionnaires Attitude survey Training progress Rating scales


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y How to handle difficult and stressful situations and not be affectedy Demonstrate how to performance manage their teamy Demonstrate how to apply coaching to improve resultsy Apply effective measurement practices / systems

Training Programme For Team Leader

Trainer

Leadership Training Programme

Service/Product Training

C.R.M/E.R.P

Clarity/shutdown

Trainer first step in the training programme is to defined or assign the person who provide

the training to the leader. Trainee must be experienced. So that he cam provide all the

information to the leader.

Leadership training Programme The most imp. Part of the training programme is that to

provide a leadership training to the leader if they are lacking in the leadership skills

Ser ice/ Product training- It is imp. For the leader that he has full knowledge of the service

i.e provide to the customer if he have full knowledge about the service then he is able to solve

the problem of team member and customer . so service knowledge is important for the leader.

C.R.M(customer relationship management) -In every org. It is used if leader is not full

knowledge about the C.R.M then provide the knowledge regarding the C.R.M.


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Training Pro ide to the Team leader on arious Skills which are as follows

Value Focused, Consultati e Sales Techniques and Skills Training

Today's environment requires a business minded, innovation approach to selling; whether

maintaining a customer relationship or focusing on attracting new customers to expand

marketshare. Our courses focus on:

y Addressing the competitive nature of most selling environments, there is always athird party in a meeting with a prospect: the incumbent.

y Ability to differentiate your product or service in such a manner that the "pain" is ofsignificant level that they will make a change.

y Knowing that some form or level of sales negotiation is always present and reflect thecharacteristics of a customer relationship focused sales negotiation

y Expectations of innovation, value based solution from supplier sales people thatfocuses on what customers perceive as value.

Communication Skills Training

Years of employee surveys continue to show that communication skills, or lack of

interpersonal communication skills, up and down the organization are a source of

dissatisfaction and low morale. Improving these interpersonal communication skills have

shown improvement in organization performance. Conclusion: speaking with respect,

listening, handling conflict and being heard in meetings has a positive impact on the

business. Click on the drop-down menu to see how we can enhance interpersonal

effectiveness with workshops and coaching.

Leadership Skills Training

With today's global challenges, leadership skills have taken on a new meaning. We focus on

business leadership skills that truly establish one as a leader through:

1. Effective communications skills of listening and questioning2. Knowing when to be a follower


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3. Facilitating a Win-Win solution with interpersonal negotiation skills4. Emotional intelligence5. Business acumen6. Trust and integrity7. Empowerment

Plant Floor Leader Skills Training

The plant / shop floor leader's job is one of the hardest to master. And one with usually the

least amount of skills training. Positioned between the demands of upper management and

workers (in some cases organized) the plant or shop team leader must juggle the various

priorities. Our team leader skills training courses provide the tools to:

1. Create the environment where someone takes action2. Establish goals, responsibilities and performance expectations3. Be emotionally intelligent to identify, predict and use emotions4. Praise and treat people well to defuse union organizing thrusts5. Interpersonal negotiation skills to persuade and influence other departments6. Effective coaching skills7. Counseling skills when expectations are not met8. Conflict resolution9. Conducting effective team meetings10.Interviewing skillsWe also offer targeted, one-on-one coaching for plant floor team leaders that can be a cost

effective way to learn how to use all the tools

Problem Sol ing, Error Pre ention Skills

The current focus is for corporations to reduce management levels and create a lean

organization where there are fewer people making the decisions. In this environment it makes

sense to give employees tools and techniques that will help them be as efficient and effective

as possible. We would like to believe that employees have critical thinking skills that allow

them to make good decisions, solve problems, and think preventively. Instead, most people

use personal preference, "gut instinct," and hearsay to replace critical thinking. Training in


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critical thinking skills gives employees tools to improve personal productivity, processes to

support the improvement of teamwork, and accurate, effective outcomes when looking for

root cause, making decisions, or preventing future problems

The Training Programme Process For the Team Leader

(1)ORGANIZATIONAL OBJECTIVES AND STRATEGIES:

The first step in the training process in an organization is the assessment of its objectives and

strategies. What business are we in? At what level of quality do we wish to provide this

product or service? Where do we want to be in the future? It is only after answering these and

other related questions that the organization must assess the strengths and weaknesses of its

human resources.

(2) ASSESSMENT OF TRAINING NEEDS:

Organizational Objectives and

Strategies

Assessment of Training Needs

Establishment of Training

Goals

Devising Training Programme

Implementation of Training

programme

Evaluation of Results


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On the Job Method (OJT):Majority of training is on the job training type so that the team leader got the practical

knowledge that how to face the particular problem. OJT method is mainly adopted while

orienting new employees, introducing innovations in products & services and in special

skills training. OJT is conducted at the work site and in the context of the job. Often, it is

informal, as when an experienced worker shows a trainee how to perform the job tasks.

In the OJT training programme for Team Leader include Coaching, orientation training,

job Rotation

OJT is mainly for the new employee for the existing employee or team leader off the job

training method is more popular.

Off the Job Training Method:Off-the-job training is mainly adopted for, introducing innovations in products and

services, special skills training, safety education, creative, technical & professional

education and sales, administrative, supervisory and managerial education. The

advantages and disadvantages of some of the important techniques of off-the-job methods

are listed below:

a) Lectures:

Lecture is a verbal presentation of information by an instructor to a large audience. This

method can be made effective when combined with other means of training.

b) Audio Visuals:

On-the-Job Method Off-the-Job Method

Orientation Training

Job-Instruction TrainingSimulation Lecture

Films & TelevisionCase Study

Vestibule


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These include television slides, overheads, video-types, films and LCD Projectors to

provide the training to the leader

c) Programmed Instruction (PI):

Training is offered without the intervention of the trainer. Information is provided to the

trainee in blocks, either in a book form or through a teaching machine. PI involves:

1. Presenting questions, facts, or problems to the learner.2. Allowing the person to respond.3. Providing feedback on the accuracy of his or her answers.4. If the answers are correct, the learner proceeds to the next block.

d) Simulations:

A simulator is any kind of equipment or technique that duplicates as nearly as possible

the actual conditions encountered on the job. It is an attempt to create a realistic decision

making environment for the trainee. The advantage of simulation is the opportunity to

create an environment similar to real situations the managers incur, but without the high

costs involved should the actions prove undesirable.

The other techniques of training are:

Leadership games: exercises to teach different styles of leadership. Skill Games: Tests to develop analytical skills. Communication Games: exercises to build bias free listening and talking. Strategic Planners: Games to test ability to plan ahead. Team building games: Exercises requiring collaborative efforts. Lateral Thinking: thinking randomly to come up with new ideas. Cross cultural training: Programmes to teach specifics of varied cultures.

(5)IMPLEMENTATION OF THE PROGRAMME:

a) Deciding the location and organizing training and other facilitiesb) Scheduling the training programmec) Conducting the programmed) Monitoring the progress of trainees


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(6)EVALUATION OF THE PROGRAMME:

The last stage in the training and development process is the evaluation of results. Since huge

sums of money are spent in training and development, how far the programme has been

successful must be judged or determined. Evaluation helps determine the results of the

training and development programme. In practice, however, organizations either overlook or

lack facilities for evaluation.

Principles of E aluation:

Evaluation of the training programme must be based on the following programmes:

a) Evaluation specialists must be clear about the goals and purpose of evaluationb) Evaluation must be continuousc) Evaluation must be specificd) Evaluation must provide the means and focus for trainers to be able to appraise

themselves, their practices, and their products.

four basic categories of outcome can be measured.

a) Reaction: evaluate the trainees reaction to the programme. Did he like the programme?Did he think it worthwhile?

b) Learning: did the trainee learn the principles, skills and the fact that the supervisor or thetrainee wanted him to learn?

c) Behavior: Whether the trainees behavior on the job changed because of the trainingprogramme?

d) Results: what final results have been achieved? Did he learn how to work on machine?Did scrappage costs decrease? Was turnover reduced? Are productions quotas have been

met?


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Reference

http://www.salestrainingintl.com/call-centre-team-leader-training

http://www.siyandza.co.za/call-centre-leader-training.php

http://www.callcentres.net/CALLCENTRES/LIVE/me.get?site.sectionshow&CALL296

http://www.callcentres.net/CALLCENTRES/LIVE/me.get?site.sectionshow&CALL296

http://www.bpojobsearch.com/19094-Fresher_Team_Leader_Executive_jobs.html

http://www.2dayjobs.com/jobs/question.php?ID=2488

http://www.ehow.com/about_6616599_job -call-center-team-leader.html

http://www.ehow.com/about_6100482_team-leader-job-description.html

http://www.indianjobtalks.com/forum/showthread.php?t=3050

http://www.innovativetraining4u.com/trgneeds.html

http://www.bpojobsearch.com/19241-Fresher_Team_Leader_Executive_jobs.html

http://www.mbarronconsulting.com/training-needs-analysis.htm

http://www.everesttraining.com/

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