L2 -Team Leader

L2 -Team Leader

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Team Leader Operations Job Standards for 2010

Overview:

As the key interface between the Rater and the Assistant Managers, UWS Team Leader ensures that all the critical work done by the raters are processed within the set timeframes with quality work been delivered.

Based upon the goals outlined in this document, it is expected that each Team Leader performs their role to the best of their ability, and follows departmental guidelines and procedures as directed by their Assistant Manager. Compliance in all areas of expectation is critical, and if areas of development exist, plans will be outlined and managed by the Assistant Manager and improvement must be shown over reasonable and expected timeframes,

Below, an outline of goals for UWS Team Leader, with key descriptions and measurements for each expectation, along with weighting expectations as it affects performance reviews on the semi and annual period is provided.

Goals:

    1. Project Quality Scores 20%

    2. Project Productivity 20%

    3. Project Reporting and Compliance 15%

    4. Project Schedule Adherence and Absenteeism 15%

    5. Project Attrition (Monthly Annualized <35%) 15%

    6. Traits 15%

Detail:

Project Quality Scores (20%)

To ensure the long-term profitability and stability of Vantage Agora, as well as the sustainability of Deep South, it is critical that each Team Leader exemplify an exponentially decreasing trend in error rates and ensures that all team members portrays immense attention to detail on every application they process.

Performance scores will be based on the Underwriting Team’s (Deep South) requirements. Any errors or complaints received from the branch or the agent will be assigned a percentage based on the severity and will be tracked. At half yearly and year-end reviews, average semi-annual and annual scores will determine the issuers rating in this category.

All team members will receive continuous quality scores from the Lead Analysts or the Assistant Trainers associated with the process that addresses our legal and customer experience requirements. This score is reviewed by the Team Leader and feedback is delivered in a timely and effective manner, which will help shape the public image of the company. These scores will further reflect on the Team Leader’s annual and/or semi-annual reviews

Teams Quality Score

Performance Review Score (Out of 5)

99% – 100%

5

<98%

4

<97%

3

<96%

2

<95%

1

Project Productivity (20%)

Team Leaders are expected ensure that all the team members process applications against monthly and weekly targets set prior to each month which is designed to achieve organizational results and revenue generation target. Team Leaders are expected ensure that all the team members produce the maximum number of applications while balancing the quality of the business and the long-term profitability of the organization. It is of critical importance that the correct procedures and documentation practices are adhered to as will be assessed in underwriting evaluations.

The job and competencies of a Team Leader is easily quantified when benchmarked against realistically set targets, which can be easily extrapolated from production plans as outlined by our infrastructure and executive teams in conjunction with Deep South. The monthly targets will be determined based on the average of the performance of all the team members in the allocated to that Team Leader.

Average of the Team’s Performance

Performance Review Score (Out of 5)

4.5 – 5

5

3.5 – 4.4

4

2.5 – 3.4

3

1.5 – 2.4

2

0 – 1.4

1

Project Reporting and Compliance (15%)

Being a part of a rapidly developing organization, it becomes mandatory to have a methodical reporting system. The accuracy of these reports is critical to the progress of an organization as these reports will be shared with the clients and will strongly influence the influx of finances in to the organization. One of the keys competencies of the Team Leader will be determined based on the extent of accuracy of the reports.

Stream lining the internal reporting processes has a significant impact in optimizing the operations the organization. Hence this reporting will not only include the external reports that are shared with the clients, but it will also include the internal reports that will be used to calculate the performance and the improvement plans suggested for the team members reporting to the respective Team Leader.

% of compliant documents

Performance Review Score (Out of 5)

99% – 100%

5

<96%

4

<94%

3

<90%

2

Less 90%

1

 Schedule Adherence / Absenteeism (15%)

In an organization, it is critical that raters and team managers arrive on time and are ready to perform their tasks at the beginning of their shift unless directed to do otherwise by their supervisor. It is also critical that scheduled breaks are taken as close to the correct time as is possible and are within allotted timeframes. Without strict compliance in these areas from all raters, the organization runs the risk of failing to meet overall Service Level Agreement (SLA) objectives.

 It is a Team Leader’s responsibility to ensure that their direct reports are on time to work. Team Leader is expected to keep a record of their team member’s lateness and leave record. Habitual lateness of their teams will result in an impact to the overall semi-annual and annual review for the Team Leader. All these activities will be monitored via their access card swipes

 Attendance Management is a process to identify and manage employees whose frequency of absences exceeds the average of your department. Managing attendance in the workplace should be consistent with corporate goals, employment legislation and employee concerns. Attendance management is also an integral aspect of daily supervision.

At 6 month and year-end reviews, semi-annual and annual scores will determine the Team Leader’s rating in this category.

# of Leaves/ Lates

Performance Review Score (Out of 5)

0 days and 0 lates

5

½ a day – 1 lates

4

1 day – 2 lates

3

2 days – 3 lates

2

>2 days – >3 lates

1

 Attrition (Monthly Annualized) (15%)

 All employees are critical to the success of the organization; it’s the Team Leader’s responsibility to ensure that their team member knows the value of working within organization. The Team Leader also needs to ensure that their team members has to come into the work place motivated and ready to outperform every day. The Team Leader needs to build and drive the optimistic culture of wining and positive attitude within the team.

 Attrition being a critical metric of the organization the team manager needs to ensure that he/she manages the career of each of their team members without promising growth within a low set time frame. Also it’s the Team Leader responsibility to groom the particular individuals in the team to the next level.

 All employees who quit the organization (Desired or Undesired) will be calculated as attrition for the Team Leader. The Team Leader needs to ensure that their monthly annualized attrition percentage needs to be below 35% every month.

Attrition %

Performance Review Score (Out of 5)

0%

5

>20%

4

>35%

3

>40%

2

>45%

1

Traits (15%)

 Planning & Strategy

  • Must help the direct reports in devising a firm career path and must provide methods of achieving the same

  • Must carefully manage the vacation of each direct reports and ensure these leaves do not hamper the operational targets

  • Must be able to forecast the influx of files in to the UW Support workflow and plan their manpower appropriately

Process Improvements

  • Must constantly analyze the process and figure more effective methods of managing the current business

  • Not only suggesting, but also should implement ideas of improvement

  • Post implementations he/she must study the results of the measure and improvise the same

 Initiative

  • Having a creative mind and developing new ideas that benefits the organization and the process

  • Does not give any excuses for failure or non completion of work responsibilities

  • Is dependable and shows considerable maturity in interaction with peers and direct reports

Motivational Activities

  • Must tirelessly work toward increasing the performance of the direct reports by encouraging them go beyond the call of duty

  • Should ensure that all his/her are actively participating in the daily operations by conducting motivational activities

  • Has to conduct team huddles everyday to ensure that team is driven toward meeting its targets

  • Has to conduct one-on-one meetings with each of the team members to ensure the monthly targets are discussed and ideas are shared with the them advising them as to how to improve their efficiency

Harsha

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