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Telecom Management Consulting - Retail Activations

Their IT department develops strategic architectures for technology focusing on the development of standards, plans, designs and provisions for their client’s computer networks, base computer hardware platforms, operating systems, operational support systems and products. They also supply, install, and repair all PC’s and corporate printers, while also providing Tier II and Tier III support and delivery for their desktop environments. Their Engineering department focuses on the engineering of the core, access and wireless networks, while completing the project work that is coming from the planning group.


  • Improving their customer’s experience levels and overall grade of service.
  • Increasing competiveness by improving productivity by 30% and reducing overall operating costs.
  • Clarifying roles and responsibilities of First-Line Managers and middle Managers.
  • Increasing the levels of proactive supervision being performed by the First-Line Managers.
  • Enhancing the current Management Operating Systems (MOS) and Key Performance Indicators (KPI’s) to better manage, measure and improve operational effectiveness.
  • Increasing CSR participation in problem solving.

Assessment Findings

Telecommunications Retail Activations Assessment Findings

  • Work Time

  • Non-effective Time

  • CSR’s were not able to process activation requests in a timely manner because they were missing information resulting in the clients leaving the retail outlet and no longer being serviced by the sales representatives.
  • Inadequate scheduling of labor resources (the activation CSR’s to effectively manage at work hours did not match the call volume profiles).
  • Activation CSR’s were unsure of the normal operating policies and procedures.
  • First-Line Managers did not communicate or follow-up on any expectations with their CSR’s regarding how long a call should take or how much work should be completed within a given period of time.
  • First-Line Managers spent a great deal of their time completing administrative activities.
  • First-Line Managers had access to live service indicators and individual CSR performance levels but they did not use this information to identify and address performance variances with their CSR’s.
  • First-Line Managers generally let the level of work activity by the CSR’s follow its course, leaving the CSR’s to effectively manage their work activities and volumes.
  • Performance issues were part of the daily work activities that took place in the various areas.

PVA's Response

  • Clarified the roles and responsibilities, and increased the levels of proactive supervision being performed by the First-Line Managers.
  • Analyzed the +/- Performance Analysis Report throughout the day (which matches hours available to call volume demand) and made scheduling adjustments as required.
  • Increased CSR participation in both reporting performance and problem solving.
  • Implemented call performance work activity and process standards.
  • Enhanced the planning and forecasting activities for the call centre.
  • Enhanced the current Management Operating Systems (MOS) and Key Performance Indicators (KPI’s) to allow for increased effectiveness of the CSR’s and higher levels of customer satisfaction.
  • Identified and managed “not ready” time factors to increase the effectiveness of the First-Line Managers and to drive operational improvements with the CSR’s.
  • Developed and implemented weekly reports focused on various KPI’s including: GOS, AHT, ASA, Total Not Ready Time, % Not Ready, and productivity (calls per hour worked and orders per hour worked).

The Results

Hover over graphs for more information

Some significant results obtained by our Client included:

  • Increased calls and orders completed per hour worked.
  • Increased levels of GOS (grade of service).
  • Decreased the historical levels of AHT (average handle time), ASA (average speed of answer), and Not Ready Time with the CSR’s.
  • 48% improvement in Wireline productivity (earned hours over actual hours).
  • 63% improvement in Wireless productivity (earned hours over actual hours).
  • 24% increase in Wireless GOS.
  • 48% decrease in Wireless ASA.

Improvement in Supervisory Activities

Telecommunications Retail Activations Supervisory Activities

5% 0% 70% 0% 25%
43% 7% 40% 0% 10%
  • Active Supervision
  • Training
  • Administration
  • Manual Work
  • Available

Wireless Service AHT

Total Savings Realized

Telecommunications Retail Activations Total Savings

Long Term Work Continuation

  • A Client Coordinator was trained and certified during the PVA engagement.
  • A quarterly audit program of the new Management Operating System was developed for the Coordinator.
  • PVA conducted audits over 18 months to ensure compliance to the continued utilization of the Management Operating Systems.
  • These Audits resulted in recommendations and action plans to further identify additional opportunities for improving operations.