Amo Gsc's

**Business**: India > GSC Vizag > Operations > Retail Credit Operations**

**Open positions: 1**

**Role Title**:AMO**

**Global Career Band: 7**

**Location (Country/city)
- Hyderabad**

**Recruiter Name: Akshay Sinha**

**The Opportunity**:
Ability to handle escalations and process related query resolutions. Plan capacity daily and intra - day, based on projections and volumes analysis and allocate/reallocate resources accordingly. Understand MI requirements enough to be able to produce, analyze and interpret MI. Support the business entailing a high degree of regulatory, compliance and reputation risk. Provide leadership to team assigned, consistent with Group and Company policies and standards. Lead a cohesive team, working in a supportive team environment driven by people centric values. Leading to the motivation and effective development of individuals to meet business targets. Knowledge of proper handling of office equipment. Office equipment is to be handled with care at all times to avoid any physical damage.

**What you’ll do: (List out Key Responsibilities)**:
**Principal Accountabilities: Key activities and decision making areas**

**Impact on the Business/Function**
- Achieve GR Expense Plan / financial targets set in the Rolling Operating Plan 2013 for GSCM Operations.
- Achieve reduction in direct costs
- Improve productivity and optimize resource utilization

**Typical Targets and Measures**
- Meet ROP by minimizing costs and meeting all
- Migrations requirements.
- Rationalize management structure to
- progressively increase span of control in BAU
- teams
- Achieve sustainable savings for Centre & CoE

**Customers / Stakeholders**
- Deliver top quartile customer service
- Reduce customer complaints over when compared to year 2012.
- Meet PLA score as defined
- Improve quality at source (ie) reduce rework/reroutes.
- Implement initiatives for BP to improve customer experience
- Become the focal point for relationship with BP where relevant
- Develop and grow a positive relationship with all BP.
- Regular monthly contact with BP, where the monthly Business Performance deck is discussed and timely follow up on any areas of improvement.
- Align designs to business;
- Ensure that we effectively change/Manage the relationships from SD to RCS.

**Typical Targets and Measures**
- Deliver top quartile customer service
- Customer satisfaction (internal).
- Reduce customer complaints over when
- Compared to year previous year.
- Meet PLA score as defined
- Improve quality at source (ie) reduce
- Rework/reroutes.

**Leadership & Teamwork**
- To ensure all staff complete their mandatory on line training within given time frame;
- To send Staff for various training program conducted by L&D.
- Increase Employee Engagement
- Participate in Employee Development

**Typical Targets and Measures**
- 100% completion of all mandatory training
- programme
- Nominate and send staff for training by L& D
- CCP opportunity for all Credit Business
- Services staff who met the set requirement.
- Participate in all RCS related training
- Drive Best Place to Work initiatives and
- ongoing tracking of feedback through Coffee
- Sessions/Skip level / HSBC Exchange
- meetings
- Deliver a focused approach to CS activity and
- to Sports & Social Activities, including
- Environmental protection.
- Build strong working relationships with your
- team.
- Drive the 'Careers in RBWM Risk' as per the
- targets agreed by Retail Credit Services
- Top talent retained - by implementing the
- talent programme and develop the
- progression of the top performers
- Manage up or out underperforming staff
- Manage staff turnover
- Percentage of Band 7 and above roles filled
- Internally, with robust succession planning.

**Operational Effectiveness & Control**
- Operational Losses
- Escalation of Operational loss
- Audit
- PLA Sign Off
- Information Security Incident
- Achieve Business Continuity
- To meet Centre & CoE target for Production Availability (PA)

Work Rate & OOE.
- Cross training plan in place.

**Typical Targets and Measures**
- Satisfactory Ops Risk audit and NIL Ops

Loss
- Strengthen control measures to minimize

operational loss
- Manage operational risk in line with
- Retail Credit BRCM recommendation
- and action MSII on time.
- No Open High Risk items for greater

than 90 days and regular reporting of all open items.
- Any operational loss event, ensure that timely escalation done as per Operational Risk Incident Escalation Matrix
- Timely PLA sign off.
- Timely reporting of Information security incident.
- Exercise business continuity plans. All required BCP plans are in place and tested as planned and updated.
- PA to meet or exceed 85 % for individual staff & team within operational Controls
- Work Rate should be 100% or more
- Cross training to be initiated to meet additional peak volumes

**Major Challenges (The challenges inherent in the role that require a continual test of the role holder’s abilities)**
- The p