Raghavendra Urs

Responsibilities

Spearheading the Digital Self Service & Analytics team for strategic business units - IBM Consulting & IBM Security through Talent Acquisition, Global Mobility & Immigration Operations and Cognitive Process Service Delivery (BPO) portfolio

CX orientation: Execute best practices in CX as it applies to the customer experience, journey mapping, process, planning and analytics solutions including impact of technology like RPA & Bots in delivering enhanced experience

Technology Skills: Provide technical and industry-specific CX subject matter expertise to support requirements gathering, solution design, and technical oversight

Project Governance: Execute client-facing projects that include delivery, project management, and introducing/executing Companies CX's suite of products. (Enriching experience of 12+ years in contact center industry background)

Design Thinking: Identify ideal customer profiles and mapping customer journeys to identify the gaps in customer experience across all touchpoints, for all kinds of customer interactions, transactions and engagements

Ownership & Business Case Creation: Guide process/domain SME's in weaving digital across overall E2E transformation Roadmap & owns the governance for transformational roadmap. Ability to create business case with a strong ROI impacting CX KPIs

Accomplishments

• Developed a dynamic dashboard on Demand v/s Interlock targets that provides real-time insights to the Client Leadership team on the hiring process (E2E) from Sourcing to Onboarding covering 160+ countries globally

• Led the efforts to create the People Scorecard to provide workforce health insights to the Leadership to detect gaps in talent quality & take swift action to close the gaps

• Created CSAT Prediction Model – A model (based on the regression study) based on the key / influential metrics impacting customer experience. The model that can predict CSAT performance at team level with an accuracy of 95%

• Improved Customer Experience (CSAT) scores from 58% to 77% (Aug 2011 to Mar 2012). CSAT being a SLA and penalty bearing metric. Benefits were realized to the tune of approx. 2 Cr INR due to cost avoidance

• A model to Transition of key Mobility & Immigration processes from High Cost to Low Cost country (HCC to LCC) resulting in labor cost savings of $500K per year. This model became an offering for the stakeholders

• Transition of India process to Immigration vendor (as part of Strategic realignment) resulting in cost savings of $330K per year

Responsibilities

• Mapped the business requirements and coordination in developing and implementing processes in line with the pre-set guidelines; spearheading process transition initiatives
• Monitored the overall functioning of processes, identified the improvement areas and implemented adequate measures to maximize customer satisfaction level
• Coordinated with process owners and champions cross-functional departments in order to drive results
• Conducted failure mode analysis, process audits & process reviews for ensuring strict adherence to the process parameters/systems as per defined guidelines

Accomplishments

• Successfully delivered a case study based on “A Success Story of Six Sigma Deployment” for a telecom program and secured 1st rank at 13th International Conference on Quality conducted by NIQR in 2010 -11 (Black Belt Project on “Repeat Caller Reduction”)
• Honorary mention at 12th Annual Lean Six Sigma & Process Improvement Summit 2011 conducted by International Quality and Productivity Council (IQPC) at Orlando, Florida, US (Green Belt Project on “Improve First Contact Resolution”)
• Led organizational initiatives such as eVOC & iVOC (Voice of Customer – Internal & External) and Customer experience program for Telecom & Media vertical
• Institutionalized the “Upskilling” team for the existing team of Six Sigma experts (GB and BB certified) – Explored multi-dimensional approach to up skill individuals by creating repository of six sigma reference books, facilitating external speaker sessions, coordinating “advanced statistical tools” training by experts from ISI and QAI
• Delivered more than 1600 man-hours of training on YB and GB training for front-line leadership and Middle management personnel (Operations and Shared Services). The Quality DNA improved from 55% to 90% in a span of 8 months

Responsibilities

• Created and fostered a healthy environment, which facilitated high performance of team members and accomplishments of organizational goals
• Reviewed key MIS, identified areas of non-compliance & evaluated options to address the same
• Managed portfolios such as Revenue Management, Attrition & Absenteeism reporting and Payroll for larger accounts. Organized monthly appraisals, one-on-one meetings with supervisors, skip level meetings and regular audits

Accomplishments

• End-to-End process mapping of 3 line of business – Broadband, Landline and Customer Service. 23 process gaps identified (both In and Out of control). Opportunities converted into special projects, internal initiatives and ideas for immediate implementation. Benefit realized on reducing handling time (AHT) thereby improving Service Levels, decreasing the misroutes and transfers to various department leading to improvement on Customer Experience

• Headcount and Attrition Reporting – Streamlining the report helped in reconciliation of the staff across 3 line of business (1300 FTEs), facilitated better scheduling & staffing. The attrition reporting led to the implementation of “Attrition Analyzer” – A prediction based on inputs from the concerned team manager, performance and HR observations

Responsibilities

• Responsible for outbound calling for US-based credit issuing agency and was involved in selling & up selling of credit cards and the add-on offers