Service Delivery Manager

Direct message the job poster from ECLARO

A dedicated Service Delivery Manager (SDM) will typically oversee single, larger client engagements. There is no specific number of team members required for a dedicated SDM, as each client's engagement is different. For example, you may have an easier engagement of several junior resources (i.e. 60) performing transactional activities that do not require a dedicated SDM. On the other hand, a client engagement of fewer, more senior resources (i.e. 40) performing more complex tasks may require a dedicated SDM. For the purpose of putting some pragmatic guidance together, we typically start talking about the need for a dedicated SDM as the client engagement grows and starts encroaching the 50-team member mark.

Note: once a client engagement grows so large and complex that different functional areas require their own dedicated SDMs, would look to incorporate a Client Delivery Manager (CDM) to oversee the entire engagement to ensure client satisfaction.

A dedicated SDM will work to ensure the entire client engagement is performing as per the contract and the stated client expectations. If the engagement is large enough and has a number of different functional areas that are in scope, this role will typically have multiple functional Team Leads or Managers (TLs or TMs) reporting to him/her to play a Subject Matter Expert and higher-level escalation for each functional team that makes up the large engagement.

Where the SDM is shared across a number of smaller, disparate client engagements, the SDM has historically provided more administrative oversight (i.e. time and attendance, billing, performance management, etc.) and has been a primary point-of-contact for multiple client stakeholders. The dedicated SDM typically becomes a billable part of the team when the overall team size and complexity increases, and the client expectation is that the SDM will affect team outcome (productivity and quality) and becomes an integral part of the engagement's overall and longer-term success; similar to what our client teams would implement as part of their own onshore organizations.

Dedicated Service Delivery Manager Roles & Responsibilities

Core Responsibilities for Dedicated Service Delivery Manager

• Manage service operations for the exclusive engagement that provides business and/or technology-related services
• Act as an escalation point for team-specific leadership (i.e. Team Leads, Team Managers, Subject Matters Experts, designated Points-of-Contact, Global Services Coordinators) and for stakeholders as defined
• Work with each functional team to ensure Success Factors (Productivity & Quality) are clearly defined, inclusive of 5-level scoring system and associated score ranges, and that the team(s) are performing at or above those stated standard
• Work with team leadership and stakeholders to ensure work elements are being accurately captured, tracked, measured and reported to internal and team members, stakeholders and other points of contact
• Work with team leadership and the Global Services Coordinator to:
  • Monitor and manage the queue(s) and communicate recommendations to onshore stakeholders relating to changes (up or down) to work volumes
  • Potential overtime needs
  • Shifting schedules and resource management needs
• Work with assigned Insurance Practice Manager to ensure transparency within and across functional teams so that team members leverage best practices, share knowledge and deliver high-quality deliverables to clients, and to add value to the engagement beyond the contractual deliverables
• Work with team-specific leadership to ensure that all associates arrive for his/her shift on time and ready to work, and to provide the necessary coverage/contingency plans as necessary for each functional team to ensure continuity
• Ensure, as needed, that any work items not completed from a previous shift are assigned and actively addressed from the previous business day and after-hours rotation
• Support team leadership as necessary to compile and distribute any internal and weekly/bi-weekly and monthly reports and engagement health scorecards
• Coordinate all specific Incident Response and BCP processes with internal Event Response team and internal and stakeholders and other interested parties
• Conduct regularly scheduled standups (i.e. daily, weekly) and monthly governance meetings with team members and stakeholders to discuss workload and performance, provide updates, develop Action Items/plans as necessary, and other operational topics or concerns
• Work with each team leadership as necessary to ensure all Action Items that surface during the governance meetings are captured and distributed within 1 business day, and that all open Action Items from previous governance meetings are being updated and completed as necessary
• Manage overall team and team member performance, conduct 1:1 and team meetings as necessary, and follow performance evaluation process, inclusive of the 6-month new employee regularization and annual performance reviews, taking input from stakeholders to ensure a comprehensive assessment approach
• Work with the Director of Global Services and other company stakeholders/principals to develop and manage the required operating budget for the respective team(s)
• Participate in the recruitment, hiring, performance improvement plans and separation activities for all associates within the team(s)
• Direct the initial training program (i.e. New Associate Playbook), working closely with the onshore stakeholders on proficiency expectations as required. Work with the individual team members, team leads, SMEs, Director of Global Services and stakeholders as needed to formulate employee development goals and plans to ensure ongoing employee growth and succession planning
• Develop, implement and manage the necessary TRINIT-E Continuous Improvement Action Plans from the yearly audits and assessment to ensure continuous improvements (to the extent possible) and ensure such plans meet the objectives of the company and. Continuous Improvement should not be relegated to TRINIT-E Action Plans only, but a key focus throughout the engagement. Employee 1:1's team meetings/huddles, stakeholder meetings and governance sessions are mechanisms to discuss any people, process and technology issues and make the necessary recommendations for Continuous Improvement

Work with team leadership and the Global Services Coordinator to:

• Send daily attendance notification and coverage, when applicable
• Manage communication of upcoming holidays, OOOs and other non-working days, and coordinate potential coverage
• Manage associates PTO requests and seek approval with their respective onshore leads, if applicable
• Secure approval for overtime or holiday work requirements, if applicable

Work with team leadership and the Global Services Coordinator to:

• Ensure the timely and accurate time capture for all billable team members on a weekly basis
• Secure the necessary time approvals from relevant stakeholders
• Ensure timely and accurate monthly billing to

Seniority level

• Mid-Senior level

Employment type

• Full-time

Job function

• Management

Industries

• Insurance

#J-18808-Ljbffr

---