COVID-19: Week 11 - Views from the CCA Network
The role of the team manager is under the spotlight with spans of control being reviewed as to whether things should change for home-based teams.
SPANS OF CONTROL
- The role of the team manager is under the spotlight with spans of control being reviewed as to whether things should change for home-based teams.
- The consensus amongst today’s participants was that up until now, nothing has changed.
- The agent to team leader ratio varies anywhere from 1:19/20 to 1:9-/10. The most typical with the group was around 1:12/14.
- Some of the larger sized teams either have deputy team managers, call coaches or a quality performance manager within each group.
- An example of a deputy team manager role was provided. They are allocated 4 hours per week deputy time to help the Team Leader with day to day tasks and personal development. In addition to this, they have a quarterly meeting to understand more about any future opportunities.
- Some managers have considered putting more people into individual teams; compared to office-based team leaders they may have a bit more time, however no action has yet been taken.
- Some team managers have struggled to deal with the queries being presented to them, sometimes in relation to system issues etc.
The biggest change in the team leader role is being able to keep on top of key tasks such as call listening, stats, and general quality management due the focus on more personal interaction/check-ins with members of the team.
- Some organisations have utilised colleagues who are shielding to support quality performance within teams.
RETURNING TO THE OFFICE
- Many organisations are carrying out surveys, Vox Pops etc with the entire workforce to understand sentiment in relation to a return to the office.
- For the majority, a return to the office will not be an option until September at the earliest.
- Assessments are taking place for any people still office based either because they are unable to work for home, or who find it unsuitable. Based on responses, and whether they are deemed to be at risk, the option to work from the office is being removed.
- Assessments are also being undertaken to understand if the environment and set up at home meets health and safety requirements. Staff are being contacted by managers to understand any equipment requirements, the safety of their environment etc.
- Isolation rooms are being set up in preparation for a return.
- Induction courses will also be in place to keep staff aware of any issues they may face when working in the office.
- In terms of staff surveys: some people are happy to carry on working from home; for others some want to return but are not comfortable using public transport.
- Companies are continuing to survey staff on a regular basis – some weekly – to keep track of the general feeling and to also identify any colleagues who may be struggling to deal with the current situation.
- Any return to work will be driven by the capacity in buildings; dictated by social distance guidelines.
- For those unable to work from home, equipment is being cleaned and then reallocated to others.
- Most organisations are developing plans for the return to office in order that it is clear what needs to be done when the time is right.
- Microsoft Teams and Skype in regular use across the board to support coaching, engagement, and bringing home and office-based teams together.
- Wellbeing teams also playing an active role across the business.
Peakon A company referenced for employee engagement surveys.
TED Tell me, Explain to me, Describe to me – A system to help with communication