1.4.16 Accounts Management Guide for Managers

Manual Transmittal

November 23, 2016

Purpose

(1) This transmits a revision of IRM 1.4.16, Resource Guide for Managers, Accounts Management (AM) Guide for Managers.

Material Changes

(1) Various editorial changes throughout IRM 1.4.16. Website addresses and IRM references were reviewed and updated as necessary.

(2) The following IRM Procedural Updates (IPU) were issued and incorporated in this IRM revision:

  • IPU 16U0420 issued 02-29-2016 IRM 1.4.16.2.7.2.1(2) - Updated telephone call monitoring criteria from five (5) calls to three (3) calls.

  • IPU 16U0681 issued 04-05-2016 IRM 1.4.16.5.6.1(3) - Paragraph (3), Bullet #8, included an exception for computing case age from the Action Date rather than the IRS Received Date for certain category codes.

  • IPU 16U0839 issued 05-02-2016 IRM 1.4.16.4.8.3 - Updated to include actions that AM managers must take regarding untimely responses to Identity Theft Assistance Request (ITAR) referrals.

  • IPU 16U0940 issued 05-17-2016 IRM 1.4.16.4.4 - Removed Image Control Team (ICT). AM no longer has an ICT function.

  • IPU 16U0940 issued 05-17-2016 IRM 1.4.16.5 - Updated to remove Image Control Team (ICT) and replaced with Campus Support CIS scanning.

  • IPU 16U1122 issued 06-23-2016 IRM 1.4.16.3.5.3(3) - Updated to include Note pertaining to excessive outgoing calls by assistors to the Enterprise Lead Gate toll-free line.

  • IPU 16U1122 issued 06-23-2016 IRM 1.4.16.3.8(4) - Updated to include Note regarding telephone assistors contacting the Enterprise Lead Gate line for assistance with a telephone inquiry.

  • IPU 16U1276 issued 08-04-2016 IRM 1.4.16.5.6(9) - Updated to include the requirement to file AAL reviews in the Employee Performance File (EPF).

  • IPU 16U1276 issued 08-04-2016 IRM 1.4.16.5.6.1 - Revised to clarify AAL monitoring guidelines.

  • IPU 16U1276 issued 08-04-2016 IRM 1.4.16.5.6.2(5) - Updated to clarify guidelines for monitoring Multiple Control Listing.

  • IPU 16U1295 issued 08-12-2016 IRM 1.4.16.7.5(6) - Added responsibilities for the PI Specialists and QACs regarding Lead Gate procedures.

(3) IRM 1.4.16.1(3) - Paragraph (a) added to include information regarding the Infrastructure Upgrade Project.

(4) IRM 1.4.16.1(7) - Updated to change the words National Agreement to 2016 National Agreement. This change made throughout the IRM.

(5) IRM 1.4.16.2(2)(h) - Updated verbiage in paragraph for clarification.

(6) IRM 1.4.16.2.1 - Revised wording in Paragraph (3) for clarification.

(7) IRM 1.4.16.2.2(5) - Updated verbiage in paragraph for clarification.

(8) IRM 1.4.16.2.3(2) - Revised wording in Paragraph (2) for clarification.

(9) IRM 1.4.16.2.4.5(2) - Revised content in second bullet for closure to receipt ratio.

(10) IRM 1.4.16.2.5(3) - Added management directed topics to list shown in parentheses.

(11) IRM 1.4.16.2.7(1) - Added link for the AM Training Assumptions on the AM Web Page.

(12) IRM 1.4.16.2.7.1 - Updated hours for Critical Filing Season Readiness Training (CFSRT).

(13) IRM 1.4.16.2.7(6) - Note added to include guidelines that employees will be allowed 90 minutes to complete the APP 20 IMF Accounts assessments (written and audio).

(14) IRM 1.4.16.2.7.2.1(2) - Updated telephone call monitoring criteria from five (5) calls to three (3) calls.

(15) IRM 1.4.16.3.5.2(3)(a) - Included Single Entry Time Reporting (SETR) input to list.

(16) IRM 1.4.16.3.5.3(3) - Updated to include Note pertaining to excessive outgoing calls by assistors to the Enterprise Lead Gate toll-free line.

(17) IRM 1.4.16.3.8(4) - Updated to include Note regarding telephone assistors contacting the Enterprise Lead Gate line for assistance with a telephone inquiry.

(18) IRM 1.4.16.4.4 - Removed Image Control Team (ICT). AM no longer has an ICT function.

(19) IRM 1.4.16.4.1(4) - Revised dates in Paragraph (4) for additional requirements regarding Centralized Contact Center Forecasting and Scheduling (CCCFS).

(20) IRM 1.4.16.4.5 - Paragraph (2) updated to advise managers to include in the validation e-mail the reconciliation template provided by RAD. Updated the validation due dates for physical inventory counts in Paragraph (3) to coincide with the reporting dates required by Submission Processing.

(21) IRM 1.4.16.4.8.3 - Updated to include actions that AM managers must take regarding untimely responses to Identity Theft Assistance Request (ITAR) referrals.

(22) IRM 1.4.16.4.8.3(6), Bullet 1 - Revised for clarification.

(23) IRM 1.4.16.4.11 - Paragraph (6) added to include guidelines regarding managerial review requirement for Erroneous Manual Refund Tool (EMT).

(24) IRM 1.4.16.5 - Updated to remove Image Control Team (ICT) and replaced with Campus Support CIS scanning. Included a link to the CIS ICT Scanning Activities Guide.

(25) IRM 1.4.16.5.6 - Updated Paragraph (4) to include Identity Theft in listing. Updated Paragraph (9) to include wording AAL is a required review and included the requirement to file AAL reviews in the Employee Performance File (EPF).

(26) IRM 1.4.16.5.6.1(3) - Paragraph (3), Bullet #8, updated to include an exception for computing case age from the Action Date rather than the IRS Received Date for certain category codes.

(27) IRM 1.4.16.5.6.1 - Revised to clarify AAL monitoring guidelines.

(28) IRM 1.4.16.5.6.2(5) - Updated to clarify guidelines for monitoring Multiple Control Listing.

(29) IRM 1.4.16.7.5(6) - Added responsibilities for the PI Specialists and QACs regarding Lead Gate procedures.

(30) IRM 1.4.16.11(2) - Deleted content regarding Personnel Policy #10 since it is now standard operating procedure.

Effect on Other Documents

IRM 1.4.16 dated November 27, 2015 (effective January 1, 2016) is superseded. This IRM also incorporates the following IRM Procedural Updates (IPU): 16U0420 (issued 02-29-2016); 16U0681 (04-05-2016); 16U0839 (05-02-2016); 16U0940 (05-17-2016); 16U1122 (06-23-2016); 16U1276 (08-04-2016); and 16U1295 (08-12-2016).

Audience

Managers in Accounts Management campuses and remote call sites.

Effective Date

(01-02-2017)

James P. Clifford
Director, Accounts Management
Wage and Investment Division

OVERVIEW

  1. Accounts Management (AM) managers must provide leadership and direction to employees responsible for tax and account related inquiries received via telephone, correspondence (paper), and e-mail.

  2. The purpose of this IRM section is to provide managers with various techniques and guidelines for managing employees in AM campuses and remote sites.

  3. Throughout this IRM, references to CSRs include terms such as "Assistors," "Telephone Assistors," or "Staff" . The term "telephone assistor" applies to any employee who is assigned to work the toll free lines. The term "paper assistor" applies to any employee assigned to work paper inventory such as referrals, Adjustments, or Taxpayer Relations (TPR), etc.

    1. Managers should be aware that all references to the Aspect ACD, Telephone Systems and other specific terms relating to the current Toll-Free call distribution system may differ from actual site usage due to the ongoing Infrastructure Upgrade Project (IUP). This project is systematically replacing the Aspect Automated Call Distributor (ACD) equipment at all sites with Cisco Voice Over Internet Protocol (VoIP) equipment that will allow more future flexibility to both the telephone and data assistance available to taxpayers. The project replaced the equipment at several sites during 2016 and will continue through the next year with the expectation of being completed in the Summer of 2018. This IRM will be updated to reflect the new system after the majority of the sites have the new technology.

  4. AM managers will refer to guidelines outlined in other IRMs such as:

    • Part 1, Organization, Finance, and Management

    • Part 21, Customer Account Services

    • Part 25, Special Topics

  5. As a manager in AM, you must be knowledgeable in the use of various tools/resources used by AM employees. Examples of these tools/resources include:

    • Account Management Service (AMS)

    • Correspondence Imaging System (CIS) as applicable

    • Customer Account Data Engine 2 (CADE2)

    • Integrated Data Retrieval System (IDRS)

    • Integrated Automation Technologies (IAT)

    • Interactive Tax Law Assistant (ITLA)

    • Technical Communication Documents (TCD)

    • Servicewide Electronic Research Program (SERP)

    • SERP Job Aids for IRM 21

  6. The AM website http://win.web.irs.gov/accountsmgmt/accounts.htm is an excellent resource for AM managers. It provides vital information regarding the AM organization including various tools for the AM manager to use in performing daily managerial tasks.

  7. The Human Capital Office (HCO) offers a wealth of managerial tools and information via a page on its website entitled, "New Manager Orientation Support Center," which is found at: http://hco.web.irs.gov/apps/leads/nmo.html. Examples of the tools found on this resource page include:

    • Management 101 ("New Manager Orientation Tutorial," "Ten Tips for New Managers," etc.)

    • Orientation Resources ("My Guide - Leadership Development Guide ," etc.)

    • Performance Management ("Critical Job Elements (CJEs)," "2016 National Agreement Resource Center," etc.)

    • Group Controls ("Managing Leave," "Tours of Duty," etc.)

    • Time & Attendance Guidance

    • Leadership Development ("Leadership Curriculum and Competencies," etc.)

    • Systems Help for Managers ("Enterprise Learning Management System (ELMS)," "Single Entry Time Reporting (SETR)," "Concur" , "Human Resources (HR) Connect," etc.)

  8. A resourceful managerial tool is iManage. It is a virtual community for IRS managers. It contains targeted information, advice and interactive features to help you work more efficiently. The iManage site automatically grants access to employees coded as managers in HRConnect. You cannot access the site if you are not coded as a manager. Access the iManage site at: https://portal.ds.irsnet.gov/sites/iManage/SitePages/Home.aspx. If you are unable to access the iManage site, please e-mail the Managers Resource Center at MRC@irs.gov.

OPERATIONAL GUIDELINES

  1. AM managers are accountable for:

    1. Providing timely and accurate resolution of inventory.

    2. Ensuring controls are in place to prevent the unauthorized disclosure of taxpayer documents and information.

    3. Ensuring telephone staffing for their functions are commensurate with scheduled half hour staffing requirements.

    4. Meeting telephone monitoring standards, and paper and electronic case review standards, to ensure quality products.

    5. Facilitating the delivery of their team's performance, as related to program goals.

    6. Utilizing Employee Engagement Survey data to enhance work environment and holding regular meetings with employees.

    7. Updating eWorkforce Management (eWFM) data regularly with team information.

    8. Developing and maintaining a positive relationship with National Treasury Employees Union (NTEU) organization.

    9. Listening to and informally resolving employees' concerns.

    10. Timely sharing continuous performance feedback with employees.

    11. Leading, mentoring and coaching subordinate employees.

    12. Identifying potential process improvements.

    13. Ensuring best practices are properly documented (e.g., IRM, SERP Alert, Training Document) and shared with Headquarters (HQ).

    14. Ensuring appropriate training is delivered to subordinate employees, and personally participating in technical training classes with employees.

      Note:

      Managers must complete all technical training including Critical Filing Season Readiness Training (CFSRT). For additional information regarding CFSRT, see IRM 1.4.16.2.7.1, Critical Filing Season Readiness Training.

    15. Ensuring the maintenance of a safe and healthy work environment.

    16. Communicating issues and concerns to superiors, subordinates, and peers.

    17. Performing conduct and/or leave counseling.

  2. AM managers must:

    1. Determine the number of positions (staff hours) needed in each specific skill group to meet staffing requirements within acceptable program guidelines.

    2. Develop staffing schedules.

    3. Schedule staff in order to deliver telephone and paper requirements and scheduled inventory volumes within scheduled resources.

    4. Ensure the site meets its half-hour staffing adherence commitment.

    5. Use Engagement Satisfaction Survey (ESS) data to improve work environment.

    6. Deliver quality customer service.

    7. Coordinate with other site/campus managers to address programs and inventory issues as they relate to the entire business operating division.

    8. Establish team procedures requiring employees to seek managerial guidance on an issue prior to inputting a SERP Feedback. For additional information regarding this requirement, see the Note in IRM 21.1.2.2.2(1), IRM 21 - Change Requests.

      Note:

      It is not required the employees state this in their feedback; however, it would be helpful information for the content owners who respond to SERP Feedback.

    9. Ensure employees follow the site downtime contingency plan when access to required systems (IDRS, CFOL, SERP, etc.) are unavailable to resolve a telephone inquiry. For employee guidelines regarding the unavailability of required systems, see IRM 21.3.5.4.2.3, Required Systems Unavailable, and IRM 21.2.2.4.4.12, IDRS/CFOL Idle Time.

Strategic and Program Plans

  1. AM managers follow the Strategic and Program Plans outlined in the following documents:

    • IRS Strategic Plan: http://core.publish.no.irs.gov/pubs/pdf/p3744--2014-06-00.pdf

    • Wage & Investment (W&I) Operations Plan: http://win.web.irs.gov/Strategy/OPA/OPA_WI_OP_Plan.htm

    • AM Program Letter: http://win.web.irs.gov/accountsmgmt/amdocs/Strategic-Initiatives_Measures/Prgmltr.htm

    • Memorandum of Understanding (MOU) Covering Customer Service Operations Between Internal Revenue Service and National Treasury Employees Union (NTEU) (MOU is also known as the Customer Service Agreement (CSA)): http://win.web.irs.gov/accountsmgmt/Cust_svc_Agree/CSA.htm

  2. The AM Program Letter (identified above) is an annual communication from the Director, Accounts Management, and it provides the following:

    • Specific guidelines, goals, and strategies used by AM to ensure consistent telephone and inventory program delivery.

    • Offers assistance and guidance to the sites as they create their strategic and operational plans.

    AM managers MUST complete the following actions:

    • Follow the requirements and expectations outlined in the Program Letter to maintain efficiency in all programs and provide optimum service to customers.

    • Share and discuss with their staff the performance goals and other guidelines outlined in the Program Letter.

    Note:

    The Program Letter does not supersede or replace IRM instructions.

  3. The Customer Service Agreement (CSA) (identified above) applies to all bargaining unit employees assigned to AM campus and remote sites. It is intended to enhance taxpayer service and business efficiency by taking full advantage of changes in technology, while at the same time promoting employee satisfaction.

Work Plans

  1. The guidance in the Program Letter, along with budget allocations, makes up the work plan. Work plans are a projection of the staff hours needed to meet workload demands for each program for the entire fiscal year.

  2. General goals based on resources are determined on an annual basis in the Planning and Budgeting process.

    1. Work plans and schedules are based on projected workload, which includes anticipated growth, overage, and uncontrolled cases.

    2. Quality of answers/responses is as important as the volume of calls answered and cases closed. The evaluative measure applied to the plan does not focus only on calls answered, services delivered or the number of receipts closed.

  3. The work plan includes three Planning Periods (PP):

    • PP1 October - December

    • PP2 January - June

    • PP3 July - September

  4. Work plans change throughout the year depending on different factors, such as peak months for paper receipts and peak telephone calls.

  5. Managers must schedule available staffing for each planning period based on the telephone staffing schedules, no attempt is or should be made to catch up on shortfalls in scheduled services within a planning period or in any other planning period.

  6. AM Headquarters (HQ) Planning and Analysis staff coordinate with the Joint Operations Center (JOC) to ensure adherence to telephone staffing requirements so that program goals are achieved.

  7. AM sites must schedule available staffing for the Toll-Free Telephone operations using telephone requirements.

  8. The following AM programs must schedule available staffing based on inventory:

    • Adjustments Correspondence (including Tax Exempt/Government Entities (TEGE))

    • Taxpayer Relations (TPR), which include:
      CAF (Centralized Authorization File)
      RAF (Reporting Agents File)
      Refund Inquiry
      AMRH (Accounts Maintenance Research)
      Statute

  9. In order to reduce inventory, it may be necessary to request additional staffing. Sites must submit this request to the AM HQ Planning and Analysis staff for coordination.

Toll-Free Telephone Staffing

  1. Efficient telephone staffing is one of the keys to meeting the planned Level of Service (LOS) and Average Speed of Answer (ASA) objectives. For more information, see IRM 1.4.16.2.4.1, Toll-Free Measures.

  2. Managers must ensure staffing is efficient. An increase to the Average Handle Time (AHT) can impact LOS; ASA; and other business measures and in turn increase the need for staff.

  3. Information is available from system reports for you to monitor the efficiency of your staff. Reports available include:

    1. Average Handle Time

    2. Wrap Time

    3. Idle Report

    4. Agent Activity Report

    5. Sign On/Sign Off Report

    6. Ready Report

Measures and Diagnostic Goals

  1. AM measures focus on business results (including quantity and quality), customer satisfaction, and employee satisfaction.

  2. Diagnostic goals are developed to determine how to manage and assess performance. Refer to the definition below in IRM 1.4.16.2.4.1, Toll-Free Measures.

Toll-Free Measures
  1. The Toll-Free measures include:

    1. Average Speed of Answer

    2. Assistor Services Provided

    3. Level of Service (LOS)

    4. Customer Satisfaction

    5. Employee Satisfaction

    6. Customer Accuracy

    7. Timeliness

    8. Professionalism

  2. Customer Satisfaction results are captured by the on-line customer survey in which Toll-Free callers participate.

  3. Employee Satisfaction results are captured through the Employee Survey Process.

  4. See IRM 1.4.16.7.1, Measures, for information on Customer Accuracy, Timeliness, Professionalism.

Toll-Free Diagnostic Goals
  1. The Toll-Free diagnostic goals are:

    • Assistor Utilization

    • Transfer Rate

    • Application Staffing

  2. The Assistor Utilization diagnostic goal suggests unwarranted "slippage" and/or inaccurate time charged. It is a comparison of the Aspect Ready Report to Single Entry Time Reporting System (SETR).

  3. As AM Manager, you must verify compliance with Assistor Utilization goals by using the Enterprise Telephone Data (ETD) site measure reports. Compare the Aspect Ready Report data to the time reported by your employees to SETR. Ensure the employee's time is charged to the correct Organization, Function and Program (OFP) and resolve any discrepancies prior to close of business each week and validating SETR. See IRM 1.4.16.2.4.6, Requirements to Validate Employee Input to Single Entry Time Reporting (SETR).

  4. The Transfer Rate compares the number of calls transferred by Customer Service Representatives to the number of calls handled. Ensure employees are following the Telephone Transfer Guide in SERP and the W&I Transfer Policy at http://serp.enterprise.irs.gov/databases/who-where.dr/ttg/transfer-policy.html

  5. Use the ETD agent transfer reports to verify compliance with the transfer policy. Calls may need to be transferred for a variety of reasons:

    1. Caller has questions on more than one type of issue

    2. Caller made the wrong selection when responding to script

    3. Assistor may not have had training for issues

    4. Systemic problem caused call to be delivered to wrong application

  6. The Application Staffing diagnostic goal measures the delivery of required staffing to primary applications. The goal for sites is to meet or exceed 95 percent of each half hourly staffing requirement for 85 percent or more of the total half hours of operation.

Toll-Free Diagnostic Indicator
  1. The Diagnostic Indicator of Agent Availability indicates the percent of agent availability to total handle time delivered. This is used in conjunction with other data to give a complete picture of performance.

  2. Variances from plan may indicate:

    • Forecast of workload mix or call volume is off-target

    • Skill gaps (lack of specific training)

    • Sites not delivering skill requirements

    • AHT lower than planned

Adjustment Correspondence Measures
  1. Adjustment Correspondence Measures are:

    1. Customer Accounts Resolved

    2. Adjustments Productivity

    3. Adjustments Customer Satisfaction

    4. Employee Satisfaction

    5. Quality - Customer Accuracy, Timeliness, Professionalism

  2. Customer Accounts Resolved is the number of closures including Adjustments, International and Taxpayer Relations (TPR) cases.

  3. Adjustments Productivity in effect means meeting the scheduled rate. This is determined by dividing the Function 710 closures by direct staff hours.

  4. Adjustments Customer Satisfaction results are captured from responses to mail surveys issued to customers whose adjustment case is closed.

  5. Employee Satisfaction results are captured through the Employee Survey Process.

  6. Quality is measured by closed case reviews conducted at each site in accordance with the Embedded Quality guidelines and input to the National Quality Review System (NQRS) by Centralized Program Analysis System (CPAS) Reviewers.

  7. The Inventory Control Manager (ICM) monitors the controlled overage and uncontrolled inventory on a weekly basis. The ICM uses the following indicators to assess the state of Adjustments inventory:

    • Inventory and overage volumes

    • Days in inventory

    • Prior week's closures compared to scheduled closures

    • Actual productivity rates compared to scheduled productivity rates

    • Closure to receipt ratio

  8. AM Managers must monitor their assigned teams overall inventory management practices as follows:

    • Using the CCA 4243, IDRS Automated Age Listing (AAL) for ensuring appropriate and timely follow-up actions are taken.

    • Using the CCA 4244, IDRS Multiple Case Control Listing for ensuring multiple case controls are addressed and closed as appropriate.

      Note:

      For additional information using the CCA 4243 and CCA 4244 for monitoring and reviews, see IRM 1.4.16.5.6, Monitoring the Automated Age Listing (AAL); IRM 1.4.16.5.6.1, CCA 4243 - IDRS Overage Report; and IRM 1.4.16.5.6.2, CCA 4244 - IDRS Multiple Case Report

Taxpayer Relations (TPR) Measures and Workload Indicators
  1. Taxpayer Relations (TPR) balanced measures include:

    • Customer Accounts Resolved (Includes Adjustments, International and TPR cases)

    • TPR Productivity as scheduled by program

  2. TPR Workload Indicators include:

    • Overage Percentages as scheduled by program

    • Actual Productivity rates compared to scheduled productivity rates

    • Closure to receipt ratio

    • Statute Awareness

    Note:

    By the 15th day of the month following the close of the quarter, each AM Planning and Analysis (P&A) staff must submit a quarterly Statute Awareness Program Report to the Headquarters (HQ) Chief, Process and Program Management (PPM), Specialty Accounts (SA).

  3. Refer to the current AM Program Letter for additional information regarding the TPR programs.

  4. AM Managers must monitor their assigned teams overall inventory management practices as follows:

    • Using the CCA 4243, IDRS Automated Age Listing (AAL) for ensuring appropriate and timely follow-up actions are taken.

    • Using the CCA 4244, IDRS Multiple Case Control Listing for ensuring multiple case controls are addressed and closed as appropriate.

      Note:

      For additional information using the CCA 4243 and CCA 4244 for monitoring and reviews, see IRM 1.4.16.5.6, Monitoring the Automated Age Listing (AAL); IRM 1.4.16.5.6.1, CCA 4243 - IDRS Overage Report; and IRM 1.4.16.5.6.2, CCA 4244 - IDRS Multiple Case Report

Requirements to Validate Employee Input to Single Entry Time Reporting (SETR)
  1. As an AM Manager, you are required to ensure that your employee's time is input correctly into the Single Entry Time Reporting (SETR).

  2. Ensure the employee's time is charged to the correct OFP and resolve any discrepancies prior to close of business each week and SETR validation. Managers are responsible for validating their employees’ SETR Time and Attendance records by Close of Business each Friday of the pay period if the organization has a weekly reporting requirement. SETR Alerts are sent to managers frequently, ensure that you are reviewing these alerts to assist you with time reporting. Also, see the Payroll and Personnel Systems News (PPS News), which is a monthly newsletter sent to managers and all SETR users. SETR Alerts and PPS News are found at: http://awss.web.irs.gov/ess/comm/publications/ppsnews/PPS_index.htm.

  3. If an error in reporting is identified, an Individual Performance Report (IPR) correction is required and must be input timely. See IRM 3.43.405.6, Individual Performance Report (IPR) Adjustments.

  4. For additional information on OFP Codes, see http://etd.ds.irsnet.gov/etd/ofp/index.asp and IRM 3.30.20, Organization Function and Program (OFP) Codes.

Centralized Contact Center Forecasting and Scheduling (CCCFS)
  1. CCCFS is utilized by AM HQ staff to ensure the optimum number of assistors are available on the telephones and paper programs to enhance customer service to the taxpayers.

  2. The sites classify employee skills in CCCFS so that the HQ Staff can appropriately assign work to match employee availability to taxpayer demand. Precise schedules are created with projected services, AHT, level of service (LOS), and hours for each planning period, which are then converted into half-hour staff group requirements by program. Sites can then plan accordingly and manage their resources to meet telephone and paper strategic goals.

  3. Additional CCCFS items are referenced in IRM 1.4.16.3.1, Centralized Contact Center Forecasting and Scheduling (CCCFS) - Telephones; and IRM 1.4.16.4.1, Centralized Contact Center Forecasting and Scheduling (CCCFS) - Inventory.

Read and Meeting Time

  1. AM guidelines for Read and Meeting Time are outlined in the current Customer Service Agreement (CSA), Part 1, Section 2, Read and Meeting Time. The CSA web page is found at: http://win.web.irs.gov/accountsmgmt/Cust_svc_Agree/CSA.htm. This web page includes the CSA / MOU, CSA Frequently Asked Questions, and additional CSA information including a Meet and Read Desk Guide.

  2. Managers will schedule read and meet time each week throughout the year with their employees. This includes filing season. Generally, do not schedule read and meet time during peak hours or on peak days. This exception would apply if new materials are issued and are critical to the employee’s job performance. Some examples of peak work days are:

    • Mondays

    • Tuesdays following a Monday holiday

    • April 1 through the filing deadline

    • Extension dates for IMF and BMF returns

  3. Read time is scheduled for 60 minutes each week. This time is generally spent on reading and filing activities (e.g., SERP issuances; technical or procedural information; all employee memoranda; IDRS message files; work related e-mails; and management directed topics) to ensure the products and services provided to customers are accurate.

  4. Possible reasons for granting additional read time are outlined in the CSA.

  5. Meeting time is defined as time spent in recurring meetings that primarily focus on clarifying technical or procedural items. Administrative items may also be covered during this meeting time after all technical and procedural issues have been addressed.

  6. Topics which would not be covered in a team meeting include formal training, On-the-Job Instruction (OJI), Employee Engagement Survey meetings and topics covered during "formal meetings" as defined in 5 U.S.C. paragraph 7114(a)(2)(A). Managers should seek the assistance of Labor Relations to determine if a topic of discussion meets the definition of a "formal meeting" . For additional information, see the 2016 NTEU Agreement, Article 8, Union Rights, at: http://hco.web.irs.gov/lrer/negotiations/natagree/. Also, see Formal Meeting (7114) Planner or 7114 Meeting Guidance for Managers, located on the iManage site at: https://portal.ds.irsnet.gov/sites/iManage/7114/SitePages/Home.aspx.

  7. The manager will schedule, on a weekly basis, 30 minutes for meeting time with an additional 30 minutes allotted as the parties may mutually agree locally.

  8. If additional supplemental meet time is needed, coordinate with your department manager and schedule around the workload.

  9. Ensure the correct OFP codes and time used for Read and Meet time are input into Single Entry Time Reporting (SETR) or shown on Form 3081. The codes to use are:

    • 990-59221 - Read Time

    • 990-59222 - Meet Time

    For additional information on OFP Codes, see the OFP Code website at: http://etd.ds.irsnet.gov/etd/ofp/index.asp and IRM 3.30.20, Organization, Function, and Program (OFP) Codes.

Job Aids and Desk Guides

  1. A job aid or desk guide is a resource used to help improve the program quality and performance at an AM site or directorate. The following supplemental resources are examples of job aids:

    • IRM Exhibits

    • IRM 21 Job Aids (posted in SERP)

    • SERP Alerts

    • SERP Portals

    • Technical Communication Documents (TCDs)

    • AMS tools (Integrated Automation Technologies (IAT), Interactive Tax Law Assistant (ITLA), etc.)

      Reminder:

      For any corrections or change requests regarding the above resources, you must submit a SERP Feedback to the content owner via the SERP Feedback System.

      Reminder:

      SERP Feedback is for corrections or change requests. Before employees submit correction/change requests for IRM 21, Customer Account Services, or IRM 25.23, Identity Protection and Victim Assistance, via the feedback system, they must consult their manager or lead to verify if the feedback is a valid request for an IRM change/correction. For additional information, see IRM 21.1.2.2.2, IRM 21 - Change Requests.

  2. Each directorate must maintain (review, update, etc.) and ensure the accuracy of any and all job aids, desk guides, websites, etc. created by the directorate.

  3. Any and all job aids, desk guides, etc. created by a directorate must be consistent with the current applicable IRM and must include the IRM references.

Training for Accounts Management (AM) Assistors

  1. Training courses for assistors are found on the Enterprise Learning Management System (ELMS) at: https://elms.web.irs.gov/. You may also contact your Functional Training Coordinator at your AM site regarding the training curriculum found on the Training SharePoint site. You must also review the Training Assumptions, which are found on the Training SharePoint site as well as on the AM website at: http://win.web.irs.gov/accountsmgmt/Training.htm.

  2. The Training Assumptions include necessary information for managers to deliver proper training. Training material is updated each year and subsequent updates are posted to the Instructors Corner SharePoint site.

    Note:

    Contact the HQ Training, Project Management Office and Support, regarding Training Assumptions and other training issues requiring HQ assistance.

  3. In order to deliver the best quality service to private industry partners, telephone assistors staffing the Practitioner Priority Service (PPS) Application:

    • Must be fully trained in either Aspect Application 20, Individual Master File (IMF) Accounts; or Aspect Application 30, Business Master File (BMF) Accounts and

    • Must have at least two (2) calendar years of experience answering the AM Toll-Free telephone applications.

    Note:

    The above requirements also apply to seasonal telephone assistors staffing the PPS Application.

Critical Filing Season Readiness Training (CFSRT)
  1. Critical Filing Season Readiness Training (CFSRT) uses a blended delivery approach with a few lessons delivered as self-study including some classroom (instructor led). A portion of the technical self-study courses will be delivered as facilitated interactive sessions with the facilitator addressing questions, key points and quality trends.

  2. The CFSRT hours listed below, according to work assignment, are the maximum hours and include time for certification and tests:

    WORK ASSIGNMENT CFSRT HOURS
    IMF (Tax Law/ Accounts/ Adjustments) Up to 32 total
    BMF Up to 22.2 total
    Bilingual (Spanish) Additional 7 hours
    TPR Up to 14.8 total
    Clerical Up to 7.4 total
  3. The CFSRT on-line self-study courses allow employees to learn at their own pace and receive support from their managers and leads as needed. This process also eliminates, or significantly reduces, the need for classroom space and instructor preparation time. Additionally, it avoids one-size-fits-all training.

  4. As an AM frontline manager, you play a critical role in the successful delivery of this training. You are in the best position to understand the work that your employees perform, their skill levels and their CFSRT needs.

  5. Additional CFSRT self-study instructions include:

    • Managers and leads will complete their CFSRT courses before their team employees.

    • Managers will work with their employees to determine in advance which elective topics each employee will complete.

    • Managers and leads must be available to answer employee questions when the employees take their CFSRT lessons.

  6. CFSRT is considered technical training, and managers must complete all technical training to address employee quality issues.

Wage and Investment (W&I) AM CSR Online Tool
  1. W&I AM CSR Online Tool is the standardized method of determining if employees are ready for their newly trained assignment or if they need additional training. It is available in written and recorded audio assessments. The tool can be accessed under the Learning Tab in SERP at: http://amop4.enterprise.irs.gov/am/start.asp

  2. Managers must use W&I AM CSR Online Tool assessments to certify new hires and employees who are receiving Skill Up Training to ensure they are prepared to do their job. This applies to all work covered by the W&I AM CSR Online Tool.

  3. For telephone applications, managers must also monitor two (2) calls to verify employees’ ability to professionally and proficiently communicate technical information to customers. This includes conversation control and Average Handle Time (AHT) efficiency. For inventory, managers must also review two (2) cases for all required actions. This includes responding with the required correspondence, and ensuring proficiency in written communications. All reviews performed during Certification are non-evaluative.

  4. If an employee's performance requires improvement, the manager can utilize W&I AM CSR Online Tool results to assist in identifying specific areas of difficulty for the employee and develop a plan for improvement.

  5. Managers must coordinate with the Local Site Certification Administrator (SCA) to add each employee’s Standard Employee Identifier (SEID) and badge number to the database for access to the assessment.

  6. For telephone programs, employees must complete one written and one audio assessment. For inventory programs, employees must complete one written assessment. Employees are allowed up to 60 minutes to complete each telephone assessment (audio and written), and 90 minutes for each inventory assessment.

    Note:

    Employees will be allowed 90 minutes to complete the APP 20 IMF Accounts assessments (written and audio).

  7. To accommodate most Visually Impaired (VI) employees, the system is currently set to allow up to 50% additional time to complete assessments (90 minutes for telephone and 120 minutes for inventory). However, managers should provide reasonable accommodation by increasing assessment time for each qualified employee if necessary. The SCA must select the VI indicator when adding a VI employee to the system.

  8. For Spanish assistors, a supplemental Spanish Assessment is required. Refer to paragraphs above for time allowance.

  9. Upon completion of the Certification, discuss printed, written and/or audio results with employee and place in his or her Employee Personnel File (EPF).

  10. For telephone programs, if the employee successfully completes the assessment and the two (2) calls monitored by the manager, no further action is required to certify. For inventory programs, if the employee successfully completes the assessment and the two (2) cases reviewed by the manager, no further action is required to certify. Successful completion of either Telephone or Inventory Certification is a score of 80% or higher.

    Note:

    Reports can be generated for individuals or for a team.

  11. When the assessment is administered before or early in the On-the-Job Training (OJT) process and the employee does not pass, the results should be used to assess areas of difficulty so that OJT can target the deficiencies. If the employee passes during this assessment, they must be allowed to continue with required OJT.

  12. If an employee does not pass the assessment, meet with the employee to review his or her results and determine a plan of action. Provide the employee with assistance as indicated in the action plan. Administer the assessment again.

  13. There are two (2) versions of each assessment. When an employee is required to retake the assessment, they should not retake the same version of the assessment. Both versions of the assessment address the same subject areas.

  14. If an employee fails the second assessment, the manager must meet with the employee to:

    • Review the results.

    • Provide counseling documentation.

    • Determine a plan of action that will include activities to assist the employee to pass the assessment.

    Note:

    The documentation provided must include notice to the employee that passing the certification is a requirement prior to independent assignment of the work.

    Note:

    If it is determined (during a review or discussion with the employee) that the employee is not performing well on assessments, use alternate certification procedures outlined below in IRM 1.4.16.2.7.2.1, Alternate Certification.

    Note:

    Alternate Certification should also be used when the W&I AM CSR Online Tool is not available.

  15. Continue with On the Job Training (OJT) using "live" cases and providing opportunities according to the action plan on the counseling memo. Prepare the employee for certification by completing monitoring sessions and providing immediate feedback with suggestions on how to improve. Schedule and proceed with the third assessment.

  16. If an employee fails three (3) assessments, the manager and department manager must meet to determine the next course of action and consult with their local Labor Relations staff for guidance.

Alternate Certification
  1. Alternate Certification is used when it is determined (during a review or discussion with the employee) that the employee is not performing well on assessments or when the W&I AM CSR Online Tool is not available.

  2. Alternate Certification involves Telephone Call Monitoring for telephone programs and Inventory Review for inventory consisting of the following processes:

    • Telephone Call Monitoring - A minimum of three (3) calls must be reviewed. If an employee fails one or more calls, two (2) additional calls must be reviewed for each failed call on the telephone application the employee is assigned. All reviews performed during Certification are non-evaluative.

    • Inventory Review – A minimum of five (5) cases must be reviewed. If an employee fails one or more, two (2) additional cases must be reviewed for each failed case on the inventory program the employee is assigned. All reviews performed during Certification are non-evaluative.

Classroom Training Instructor Review
  1. All AM instructors delivering classroom training MUST be reviewed by their manager at least once.

  2. The first line manager of the instructor is responsible for this review.

Incorrect Reporting of Erroneous Taxpayer Correspondence (ETC)

  1. Employees report Erroneous Taxpayer Correspondence (ETC) to Office of Taxpayer Correspondence (OTC) through the Servicewide Notice Information Program (SNIP) website using an on-line form known as the Red Button reporting tool.

  2. Employees must follow the ETC Red Button guidelines in IRM 21.3.1.1.1, Erroneous Correspondence Procedures, and IRM 25.13.1.3, Erroneous Correspondence Procedures - Report Erroneous Correspondence Process.

    Note:

    Employees who identify a potential ETC must discuss the correspondence with their lead or manager to determine whether it is truly erroneous.

  3. When employees incorrectly report ETC (often due to instances of ID Theft), OTC will provide feedback to the employee’s manager of record via e-mail.

  4. OTC has no authority to resolve identity theft or any other account issues, as they cannot contact the taxpayer or take any actions on accounts. AM must take the necessary actions by adhering to procedures for the specific notice(s) or letter(s) issued and/or preparing a referral to the appropriate function per IRM guidelines.

  5. As an AM manager, when you identify your employee made an incorrect ETC submission, you must immediately provide feedback to the employee and communicate the importance of resolving the issue for the taxpayer by:

    • Discussing the erroneous submission with the employee to prevent future occurrences.

    • Monitoring case actions to ensure the employee resolves the issue per IRM guidelines. This is an important step in resolving the affected taxpayer's account as quickly as possible.

  6. An ETC Red Button Coordinator is on staff at all AM Directorates. OTC will include the coordinator on every erroneous submission feedback e-mail provided to the manager of record. This coordinator will follow-up with managers to ensure completion of all necessary actions. Managers must update their coordinator on actions taken.

TOLL-FREE TELEPHONE SERVICE

  1. Refer to IRM 1.4.21, Accounts Management and Compliance Guide for System Administrators/Analysts, for information and guidelines regarding the telephone environment.

  2. JOC monitors toll-free telephone traffic using a centralized model that views all call sites virtually together, which is known as the Enterprise. JOC coordinates the operations of all AM campuses, and it authorizes planning and scheduling for the campuses. JOC oversees the efficiency of all AM functions and programs for each individual campus. The primary objective of the JOC is ensuring the services provided to the customers are fair and consistent at all times.

  3. JOC requests real-time changes in telephone staffing based on incoming call demand and overall AM resources. It makes the following requests to the sites:

    • Move telephone assistors from one agent group to another

    • Remove assistors from the telephone to work paper or electronic inventory

    • Assign staff to the telephone

Centralized Contact Center Forecasting and Scheduling (CCCFS) - Telephones

  1. CCCFS is utilized by AM HQ staff to ensure the optimum number of staff are available on the telephones and paper programs to enhance customer service to the taxpayers.

  2. It is critical that AM Management, ICM, and Systems Staff jointly plan the work assignments for employees based on skills and availability to maximize quantity, quality, and efficiency. The eWFM skills and work assignments are displayed by telephone application, agent group, and inventory work type.

  3. The site must review and update (as needed) the telephone skills and assignments monthly to ensure the eWFM software reflects the current training and site work assignment preferences.

    • Current training is reflected in the employee record extra information fields.

    • Current possible work assignments are reflected on the employee record skills.

    • When assigning skills, a priority of 1 – 99 must be associated with each skill. Sites have the flexibility to assign the priority according to their scheduling preferences with the basic methodology that the lower the number, the sooner the employee would be assigned to this work.

  4. Additional requirements:

    • Final application readiness must be completed by December 31, prior to the Filing Season.

    • CCCFS Skills must be updated No Later Than (NLT) January 31, during the Filing Season.

    • New hire employee skills must be input to CCCFS NLT six weeks following the conclusion of the OJI period.

    Exception:

    For any employees attending application training in January (e.g., returning seasonals, new hire instructors), CCCFS must be updated NLT 30 days after the employee has been determined application ready.

  5. When telephone staff group requirements are published, the Systems Staff must review the requirements to ensure they are consistent with the site's workload. The Systems Staff will communicate discrepancies or concerns through their directorate staff to the Headquarters (HQ) Resource Planning and Scheduling (RP&S) staff.

  6. During the work assignment phases prior to and during execution, the site must review the current workload priorities and implement them into eWFM. The site must keep eWFM current during execution as near to real-time as possible so agent availability can be monitored.

  7. Following execution, the site must reconcile tracked eWFM activities weekly with the reported official time through the use of eWFM Superstate reports.

  8. In addition to the above reconciliations, the site must also ensure the eWFM data is current through the following monthly reconciliations:

    • Employee Records - Reconcile employee records with current on-roll information Human Resource Reporting.

    • Employee Login IDs - Reconcile login IDs with current assigned ACD extensions.

    • Trial Schedules - Reconcile trial schedules with current tours of duty and work assignments.

  9. Additional CCCFS items are referenced in IRM 1.4.16.4.1, Centralized Contact Center Forecasting and Scheduling (CCCFS) - Inventory. The RP&S staff is committed and available to assist the site with questions or problems regarding CCCFS items.

Virtual Call Center (Enterprise)

  1. The Virtual Call Center (Enterprise) links through a central location Automated Call Distributor (ACD) system used in Accounts Management sites.

  2. The Intelligent Contact Manager (ICM) routes calls based on ACD data (specific set of characteristics) to the site with the longest available agent in the appropriate skill group. If no agent is available, the call is queued at the Enterprise level until an agent becomes available and only then is it routed to a site.

  3. During filing season, English Tax Law calls go to Default Screeners; however, Spanish Tax Law calls are routed to Spanish Accounts. The Spanish calls will be worked by the assistor if skilled, or transferred to other application as needed. During non-filing season, only ACA calls are routed; all other requests for tax law receive a recorded message that tax law service is not available.

  4. All Toll-Free telephone data is captured daily and stored in the web-based Enterprise Telephone Data (ETD) Warehouse. ETD stores data for historical use and also produces daily, weekly and ad hoc reports at the national (Executive Level Summary) and site level, including directorate roll-ups of remote sites. ETD also stores raw data captured from the ACDs and the data is available for research and troubleshooting. Site-level measures are also available on ETD when appropriate.

  5. The role of a manager, in the Enterprise environment, is to ensure the right number of people with the right skills are available to answer calls.

Managing Features

  1. JOC programs ICM (through scripts that use business rules) for maximum call routing efficiency, based on demand and assistor availability.

  2. Aspect 9.3 provides monitoring capabilities, data base records and management information.

  3. The Aspect Tele-Set Supervisor key gives managers and Systems Analysts (SAs) access to most of the features such as:

    • Leaving messages for employees (each site has policy based on availability of voice ports on the ACD)

    • Notifying agents (notifying an agent whom you are monitoring to call you)

    Note:

    Depressing the Supervisor key twice rapidly will reconnect you to the prior employee monitored.

Enterprise Level and Automated Call Distributor (ACD) Announcements

  1. All announcements and scripts used on toll-free telephone numbers are controlled by JOC.

  2. Announcements are valuable tools to:

    1. Inform callers of answering delays

    2. Advise of tax law changes

    3. Provide information on ordering forms or transcripts

    4. Advise callers to visit IRS.gov

Availability and Efficiency

  1. As an Accounts Management manager, telephone data is available to assist you in evaluating the service being given to taxpayers and determining the efficiency and availability of site-level staff.

  2. Managers and Systems Analysts (SA) must determine on a half-hourly basis by application if staff is available as scheduled. If less than the required number of agents is signed on, an explanation is required per adherence guidelines. This is normally accomplished by contacting the JOC Monitoring Room to notify JOC of the shortage and the reason (i.e., local inclement weather) the site will be understaffed.

  3. Managers must ensure their employees are signed on to the telephone system and taking calls when scheduled. This reduces shrinkage, which is considered unscheduled time away from normal scheduled activities. Examples of shrinkage include:

    • Extended read and meeting times

    • Tardiness

    • Leaving early

    • Higher than expected attrition for day (e.g., sick leave)

    • Scheduled breaks not followed

    • Unauthorized breaks

    • Extended breaks or lunch periods

    • Details-out-scheduled at peak periods

  4. JOC, in collaboration with AM headquarters and site management, makes daily real-time adjustments to AM staffing levels based on actual demand and actual staffing.

  5. Managers should use eWorkforce Management (eWFM), including Real Time Adherence (RTA), to assist in scheduling to meet staffing requirements.

    Note:

    Sites follow the eWFM and RTA procedures and ensure procedures are in place for required data backups. They are available at: http://joc.enterprise.irs.gov/ITS/TCWMS/. For AM sites, additional reference material and procedures are posted on the Field SharePoint site.

Bad Line Calls
  1. As an AM Manager, you are responsible for reporting bad phone line situations to your local Systems Analyst (SA) Staff. Bad line calls are those calls that result in not servicing the taxpayer due to systemic problems with the phone line.

  2. For bad line call guidelines, see IRM 21.1.1.10.2, Bad Line Calls. It includes the following procedures for AM telephone employees:

    • Examples/definitions of a bad line call.

    • How to record these calls using the ACD telephone equipment.

    • How to notify the manager when receiving these calls including preparing the document to submit to the manager when receiving a “Cross-Talk” call.

      Note:

      Cross -Talk is a type of bad line call. It occurs when a telephone assistor answers a call and can hear a conversation between a taxpayer and another telephone assistor.

  3. If you receive notification of a bad line call from your employee, you must notify your site SA staff promptly by sending an encrypted e-mail with the following information (if it is a “Cross-Talk” issue, see paragraph (4) below):

    • Date of call

    • Time the call ended

    • Application/Topic of the call

    • SEID for Employee

    • ACD Logon Extension for Employee (currently Aspect extension)

      Caution:

      If you notify your SA staff via e-mail, remember to encrypt the e-mail before sending to prevent disclosure of the employee’s SEID.

      Note:

      The site SA staff will notify JOC to evaluate any needed repairs. The SA will follow the bad line guidelines outlined in IRM 1.4.21.1.5(2), Trouble Reporting Procedures. The SAs in AM and Compliance call sites use IRM 1.4.21, Accounts Management and Compliance Guide for Systems Administrators/Analysts.

  4. If you receive a Cross-Talk document from your employee, you must forward this information promptly to your site SA staff to forward to JOC. IRM 1.4.21.1.2, System Staff Roles and Responsibilities, provides the SA staff with guidance on communications with JOC.

    Note:

    For additional information regarding the Cross –Talk document, see IRM 21.1.1.10.2, Bad Line Calls.

  5. If the site receives a Centralized Quality Review System (CQRS) quality error, you must review the recorded call and any reported bad line information to determine if systemic problems could have contributed to the error. If needed, you can request the following two reports as supporting documents from your site systems staff:

    • Trunk Management Detail Report – use to identify the trunks where employees hit the “Bad Line” for a given date range. See Exhibit 1.4.16-1, Trunk Management Detail Report.

    • Employee Events Detail Report – use to identify the trunks where the employee took the calls for a given date range. See Exhibit 1.4.16-2, Agent Events Detail Report.

  6. If you determine there are grounds to challenge an error based on phone equipment/failure issues, you should refer to IRM 21.10.1.8.2, CQRS Defect Rebuttal Procedures – Accounts Management, and Quality Gram (QG) 122, “Taxpayer Disconnected Calls,” for guidance on rebutting CQRS errors. The Quality Gram is available on the EQ website at: http://eq.web.irs.gov/default.aspx.

Average Times/Values to Monitor for Efficiency
  1. Use available data to monitor and analyze telephone assistor efficiency. This includes:

    • Agent Idle and Sign-on times

    • Agent Average Handle Time (AHT)

    • Agent Average Wrap Time

  2. "Idle" time consists of those times employees are signed on the telephone system, but not in the Available, Ready, Wrap, or Out Call status. Agents must use a reason code when in "Idle" status. See the CSA for "Idle" procedures in Attachment 1, Idle with Aspect Reason Code, at http://win.web.irs.gov/accountsmgmt/amdocs/CSAdocs/CSA_2012_Idle_With_Reaosn_Codes.pdf

  3. The appropriate Reason Codes agents must use when in "Idle" status are as follows:

    1. Temporarily off the Telephone - This code indicates the employee will be available for telephone work in a period of time not specified by other reason codes. Examples include:
      - Waiting for Local Area Network (LAN) connectivity
      - Individual employee meetings with managers
      - Counseling including Equal Employment Opportunity (EEO) counselor meetings
      - NTEU official duties
      - Form 3081 preparation
      -Single Entry Time Reporting (SETR) input

    2. Inventory, First Available - the employee is available for telephone work, if necessary. This means the employee’s work assignment is paper inventory, including related outgoing telephone calls.

    3. Inventory, Second Available - the employee will be made available for telephone work only when employees in the inventory, first available category have been utilized and call demand remains high.

    4. Training, Partly Available - the employee will not be available during a specified portion of the TOD because of training-related activities. Examples include partial day off-site, on-the-job training (OJT) or instructor preparation.

    5. Read Time - the employee will not be available during a specified portion of the Tour of Duty (TOD) because of read time.

    6. Meet Time - the employee will not be available during a specified portion of the TOD because of Team meeting time.

    7. Break Time - the employee will not be available during a specified portion of the TOD because of a scheduled rest break other than lunch.

    8. Lunch Time - the employee will not be available during a specified portion of the TOD because of a scheduled lunch break.

    9. Stress Break Time - the employee will not be available as a result of dealing with a stressful situation. Use of this code does not require pre-approval.

  4. Managers should refrain from conducting meetings, informal training, group observances, etc. during peak telephone/paper periods/days. For additional information, see IRM 1.4.16.2.5, Read and Meeting Time.

Average Handle Time
  1. Average Handle Time (AHT) is a data element and determines resources needed in AM to achieve a budget-driven Level of Service (LOS) - LOS is the primary measure used by external stakeholders (Congress) to determine IRS efficiency.

  2. Very long talk times affect program goals and increase the number of abandoned calls. It is usually an indicator that additional training may be needed in conversation control.

  3. Managers should identify Customer Service Representatives (telephone assistors) who may be using excessively long or short times in handling calls. Monitor a few of their calls to identify problems such as:

    1. Training deficiency

    2. Failing to keep call brief while maintaining standards of courtesy and full service

    3. Placing a call on hold during the research process when it is inappropriate instead of arranging for a call back

    4. Answering a large volume of unusually complex questions

    5. Failing to provide a complete or accurate response

    Note:

    Excessive outgoing calls to the Enterprise Lead Gate may also indicate a need for additional training. For additional information regarding Enterprise Lead Gate guidelines, see IRM 21.1.1.7, Communication Skills

    .

Average Wrap Time
  1. "Wrap" is a teleset mode that is used by the telephone assistor to finish required work after the call is completed. Auto Available with conditional wrap is the method used by telephone assistors for answering incoming telephone calls. This method is in accordance with the current IRS-NTEU CSA, which is found at: http://win.web.irs.gov/accountsmgmt/Cust_svc_Agree/CSA.htm.

  2. An employee using auto available with conditional wrap will immediately go to available status at the end of each call with a taxpayer unless the employee presses the conditional wrap or idle button prior to the conclusion of the call.

  3. Conditional wrap is appropriate in situations where the taxpayer does not wish to stay on the line and case documentation is required. Other situations that may warrant the employee being in conditional wrap are if a case is complex and requires additional time to complete documentation or research, or if there is a need to prepare to take the next call. However, employees are expected to resolve telephone inquiries (including account adjustments) while the customer is still on the line.

  4. Telephone assistors are expected to complete account adjustments while on-line or on-hold with the caller, so use of wrap time should be minimal except in rare instances. For additional information regarding completing on-line account inquiries, see IRM 21.1.3.20(2), Oral Statement Authority.

    Note:

    If a call prematurely disconnects while assistors are completing account actions, assistors must wait to finish actions for this call after they complete the next incoming call. At that time, the assistors will select “wrap” to complete the account actions. See also the Training Auto Available Lesson Plans for Employee and Manager (revised 07/12/2012) on the CSA web page at: http://win.web.irs.gov/accountsmgmt/Cust_svc_Agree/CSA.htm.

  5. Wrap Time is a measurement that allows management to determine if telephone assistors are handling calls efficiently, and it assists in determining the amount of time assistors are unavailable for calls.

  6. Possible reasons for high percentages of wrap time are:

    1. Level of training

    2. Extensive research for call backs

    3. Excessive conversation among employees

    4. Excessive research

    5. Completing history items on AMS/IDRS

Unified Command and Control - Real-Time Reporting (UCC-RTR)

  1. The Unified Command and Control - Real Time Reporting (UCC-RTR) can be designed to:

    1. Display call center activity on demand

    2. List agents (telephone assistors) and their current telephone status

    3. Display general call information for the application handled by the site or individual.

  2. The UCC-RTR can assist Accounts Management managers in the following ways:

    1. Gauge telephone traffic demand

    2. Choose the most convenient times to monitor or share information with an employee

    3. Confirm the number of agents who are ready and/or taking calls to provide a complete picture of staff available to meet customer demand

    4. Identify Emergency alerts in the event a telephone assistor presses the EMERGENCY button on the Aspect Teleset

    5. Identify trends of excessive wrap

  3. The UCC-RTR shows the number of telephone assistors who are actually at their work stations handling incoming calls. This data, compared to the total number assigned, provides information about the realization of the scheduled staff.

Agent Status on Unified Command and Control – Real-Time Reporting (UCC-RTR)
  1. Use UCC-RTR to observe the telephone assistor's telephone status immediately after the call ends. Managers can determine the status the assistor has selected at the end of the call and the length of time spent in that status. The following configurations may apply:

    1. An employee using auto available with conditional wrap will immediately go to available status at the end of each call with a taxpayer unless the employee presses the conditional wrap or idle button prior to the conclusion of the call.

    2. If the employee presses the Wrap and Idle buttons during the call, the employee will go into wrap status.

    3. If the employee presses the Idle button during the call, when the call is completed, the employee will go into idle and must enter the correct reason code for idle status.

    Note:

    For additional information on Auto Available with Conditional Wrap, see IRM 1.4.16.3.5.4, Average Wrap Time, and the ASPECT videos on the CSA web page at: http://win.web.irs.gov/accountsmgmt/Cust_svc_Agree/CSA.htm.

  2. Also, use this tool to indicate if an employee might need further monitoring or action. This may include:

    1. Monitoring the end of a call exceeding 20 minutes (or locally established time frame) to determine if the issue is being resolved as expeditiously as possible.

    2. Checking with employee to see what activity is creating the need to be off-line in wrap time.

    3. Identifying an employee with headsets connected, etc., but not in ready mode to take the next call.

Fluctuating Call Volume

  1. Managers should ensure all employees assigned to answer calls are at their workstations taking calls.

  2. Managers will be notified by local site System Administrators (SA) or Department Managers if changes are needed in scheduled staffing based on contacts from JOC. This could include adding staff in a specific agent group or taking employees off the telephones to do other work. Employees will be provided a reasonable amount of transition time (e.g., between six (6) and twelve (12) minutes, to move between work assignments, (e.g., paper and telephones). For additional information, see the current IRS-NTEU CSA, which is found at:http://win.web.irs.gov/accountsmgmt/Cust_svc_Agree/CSA.htm

Outgoing Calls

  1. Telephone assistors may need to make outgoing calls to secure additional information to resolve an inquiry.

  2. Telephone assistors making outgoing calls on their Aspect phones are not counted as part of ready staffing for site level adherence to schedule, nor are they considered in routing calls. Managers should monitor the number of outgoing calls to ensure they are necessary.

    Note:

    Aspect phones are for Official Use Only.

  3. The wrap time for a telephone assistor for outgoing calls should be appropriate to the type of call.

  4. If a telephone assistor needs to make outgoing calls but cannot, it may require their class of service on the ACD be changed to allow outgoing calls. Contact your local SA for assistance.

    Note:

    Telephone assistors may need to contact the Enterprise Lead Gate when unable to resolve a taxpayer inquiry. For additional information regarding Enterprise Lead Gate guidelines, see IRM 21.1.1.7, Communication Skills

    .

Default Calls

  1. A site may receive calls normally not handled when there is a hardware or network failure. When failures occur, calls do not route out to Intelligent Contact Management (ICM) but instead queue locally. Site SAs are responsible for identifying calls in applications not currently staffed and contacting site management to place telephone assistors in the appropriate agent group to handle the call or write a referral up if the call cannot be fully answered.

Telephone System Assistance

  1. The System Administrator (SA) ) is a valuable resource person regarding the features of the telephone system. The SA official titles are Customer Service Systems Administrator/Program Analyst (CSSA) and Telephone System Analyst (TSA).

  2. Managers must coordinate with their SA/TA on any activity limiting the site's ability to deliver its commitment for scheduled telephone staffing.

  3. The SA/TA provides assistance on the following:

    1. Information about system operations and call routing

    2. Explanation of various telephone reports

    3. Identification of data availability and creating reports

    4. Assessment of current call site performance

    5. Networking information

    6. Monitoring procedures

    7. Assistance with Enterprise Telephone Database (ETD)

    8. Telephone equipment repair

    9. Database changes

CORRESPONDENCE/PAPER WORKLOAD OPERATIONS

  1. The correspondence/paper inventory in AM consists of the following case types:

    • Adjustments/Correspondence (including Employee Plans (EP) and Exempt Organization (EO))

    • Taxpayer Relations (TPRs) include:
      CAF (Centralized Authorization File)
      Refund Inquiry
      AMRH (Accounts Maintenance Transcripts)
      Statute
      Technical

    • Identity Theft

    • Large Corporation

    • Reporting Agent File (RAF)

    • Employer Identification Number (EIN) Program (paper inventory only)

    • Preparer Tax Identification Number (PTIN)

    • Special Cases

  2. Proper workload management is essential for prompt and accurate account transactions to provide timely responses to customers. Due to the variety and complexity of work, managers must be familiar with the many aspects of managing workloads such as:

    1. Establishing controls and priorities

    2. Requesting adequate staffing and terminals

    3. Conducting reviews

    4. Processing work within established time frames

    5. Correcting imbalances in assigned inventory

    6. Providing adequate training

    7. Being involved in the daily operation of the unit

    8. Managing time effectively

    9. Using available reports and management tools to monitor the operation

  3. There are peak and non-peak periods in each function to be aware of in planning training. They can be anticipated by doing the following:

    • Looking at current schedules and work plans

    • Checking historical data

    • Getting updated information from the department managers and the Systems Analyst staff

  4. The Site Planning and Analysis Staff in conjunction with Operations at each site will plan the following based on work schedules:

    1. Cross-train employees as needed (with input from the Functional Training Coordinators (FTC) and Headquarters Training and Resource Planning and Scheduling teams.)

    2. Recall seasonal employees in time to provide refresher training

    3. Recruit and train additional employees if necessary (with input from the FTC)

    4. Survey other areas for employees available for details

Centralized Contact Center Forecasting and Scheduling (CCCFS) - Inventory

  1. CCCFS is utilized by AM HQ staff to ensure the optimum number of staff are available on the telephones and paper programs to enhance customer service to the taxpayers.

  2. It is critical that the Inventory Control Manager (ICM), Systems Staff, and management jointly plan the work assignments for employees based on skills and availability to maximize quantity, quality, and efficiency. The inventory skills and work assignments are displayed by program.

  3. The site must review the inventory skills and assignments monthly and input all needed update(s) monthly, to ensure the eWorkforce Management (eWFM) software reflects the current on roll staff, tour of duty; employee Automatic Call Distribution (ACD) extensions used for direct work, training, and work assignment preferences. This includes data for the following employee types: CSR; TSR; and TLS.

    • Current training is reflected in the employee record extra information fields.

    • Current possible work assignments are reflected on the employee record skills.

    • When assigning skills, a priority of 1 – 99 must be associated with each skill. Sites have the flexibility to assign the priority according to their scheduling preferences with the basic methodology that the lower the number, the sooner the employee would be assigned to this work.

  4. Additional requirements:

    • Final program readiness must be completed by December 31, 2016.

    • CCCFS skills must be updated No Later Than (NLT) January 31, 2017.

    • New hire employee skills must be input to CCCFS NLT six weeks following the conclusion of the On-the-Job Instruction (OJI) period.

    Exception:

    For any employees attending program training in January (e.g., returning seasonals, new hire instructors), CCCFS must be updated NLT 30 days after the employee has been determined program ready.

  5. During the work assignment phases prior to and during execution, the ICMs will review the current inventory workload priorities and communicate work assignment strategies to management and the Systems Staff for implementation into eWFM.

  6. Following execution, the site must reconcile tracked inventory work weekly in eWFM with outside reporting and notify management of discrepancies. This reconciliation can be performed using eWFM Superstate reports.

  7. Additional CCCFS items are referenced in IRM 1.4.16.3.1, Centralized Contact Center Forecasting and Scheduling (CCCFS) - Telephones. The RP&S staff is committed and available to assist the site with questions or problems regarding CCCFS issues.

Assigning Paper Inventory

  1. The majority of paper inventory is sent to the Correspondence Imaging System (CIS), which captures images of correspondence from taxpayers. Correspondence includes letters, returned notices, notice responses, and standard forms which are scanned and electronically assigned on a daily basis by routing to a generic employee number for each site.

  2. The cases are then reassigned to specific AM employees, on a daily basis, and according to the established parameters.

  3. After work is completed on a case, including any quality review processes, the images are stored following retention guidelines, and are accessible by other employees with CIS access should the need arise.

  4. CIS automatically keeps each employee's inventory in received date order. These cases can be re-assigned to other employees to ensure all old age and rollover cases are completed in a timely fashion.

    Caution:

    Cases in pending or suspended status should be reviewed periodically to determine if they can be processed or need to be reassigned.

  5. CIS inputs Command Code (CC) STAUP on balance due accounts and sends an interim letter to the taxpayer when cases are 25 days old.

Managing Inventory

  1. Correspondence received from a taxpayer or a third party representative may be solicited or unsolicited.

  2. For additional information, see IRM 21.3.3, Incoming and Outgoing Correspondence/Letters. A significant portion of AM inventory also includes amended returns.

  3. Although reduction in incoming correspondence is an AM goal, correspondence will never be eliminated as some customers prefer this method of contact.

  4. IDRS Controls are established for correspondence either by an automated or manual system, or combination thereof.

  5. Sites are expected to meet scheduled closure rates and inventory levels as well as established aged case percentages for all correspondence and amended returns.

  6. For Business Master File (BMF) correspondence receipts received in Individual Master File (IMF) campuses, refer to the Transshipping Information site in SERP under the Who/Where Tab for transshipping information.

  7. Accounts Management in the campus locations resolve customer inquiries such as:

    • Amended returns

    • Claims

    • Correspondence

    • Carryback claims

    • Identity Theft

  8. The resolutions include analyzing, researching, and making adjustments to customer accounts in IDRS. It may include contacting the customer by telephone or through written correspondence.

  9. Certain guidelines for managing inventories are provided in IRM 21.5.1, General Adjustments.

    Note:

    See IRM 21.5.1.5.1(16), CIS General Guidelines, for inventory management guidelines regarding the "Close As MISC" button on CIS, which allows the user to close secondary case(s) by not counting them as a closure in CIS reporting when there are multiple open CIS cases on a TIN. "CloseAs MISC" cases will be counted as a transfer out action instead of a closed case, which enables more accurate inventory and closure reporting. Managers MUST ensure employees are utilizing the "Close As MISC" button on CIS when working cases. See IRM 1.4.16.5.6.2(5), CCA 4244 - IDRS Multiple Case Control Report.

  10. Distribute work in IRS received date order and ensure your employees are aware of aged receipts. Adhere to the 14 day IDRS control requirements, as well as Action 61/Policy Statement P-21-3 requirements. See IRM 21.3.3.1.1, Policy Statement 21-3 (Formerly P-6-12).

  11. Some indicators of potential overage problems include:

    1. Receipts exceed closures, or number of days in inventory exceeds 14 days

    2. Percentage of aged new receipts exceeds the enterprise goal of total receipts

    3. Percent of missing returns on duplicate filing cases exceeds 20 percent

    Reminder:

    Each campus must track Spanish language written inquiries received and processed in Accounts Management until further notice. This includes Adjustments and Taxpayer Relations correspondence, and e–4442 Account Referrals. Use a 7 for the 5th digit of the Program Code. Also, use Category Code "SPAC" (Spanish Adjustments Correspondence) to control incoming Spanish language Adjustment correspondence, regardless of whether the response is in Spanish or English.

  12. Re-assign an employee's inventory in CIS/AMS/IDRS to another employee for the following situations:

    • Employee leaves permanently

    • Employee is placed in Non-Work Status (NWS)

    • Employee is on extended detail or special assignment or will be out of the unit 14 calendar days or more

Accounts Management Campus Support Review

  1. To ensure receipts are timely scanned at the Campus Support sites and work-flow issues are addressed, a review of the process MUST be conducted twice a year. These reviews are performed the last week in May and the first week in November.

  2. The review encompasses workflow and timeliness of receipts into Campus Support as follows:

    • Review 25 correspondence AND

    • Review 25 non-correspondence

  3. Document the following elements from the review:

    • Age at the time of receipt into the clerical function (based upon IRS received date)

    • Length of time from the IRS received date to scan date

    • Process deficiencies

    • Corrective actions taken

  4. Summarize the review in a report and send to the HQ Analyst in Process and Program Management IMF (PPM:I).

Physical Inventory Counts/Reconciliation - Quarterly Requirements

  1. Work Planning and Control (WP&C) procedures require a physical inventory count/reconciliation of all AM inventory, which must be completed prior to the end of each quarter. For additional information on this requirement, see IRM 3.30.19.2.7, Quarter, Annual, and Basic Cut Over Procedures.

  2. Each campus Inventory Control Manager (ICM) or the designated campus Planning and Analysis (P&A) analyst must ensure the required WP&C corrections are input and timely submitted to the campus Report Units and a confirmation e-mail is sent (by the due dates shown in paragraph (3) below) to Headquarters Chief, Reports, Analysis, and Data (RAD).The e-mail must include the following:

    • Statement that the validation/reconciliation was performed.

    • Details of any adjustment actions.

    • Reconciliation Template provided by RAD (attached to the e-mail).

  3. The validation due dates for the physical inventory counts are:

    • December 2, 2016

    • March 3, 2017

    • June 2, 2017

    • September 8, 2017

    Note:

    For CIS and Account Management Services (AMS) inventories, the review will be performed by reconciling current inventory with IDRS CCA reports. For Adjustments cases on CIS, the CIS versus AAL tool will be used.

Quarterly Statute Reporting

  1. Each AM campus must submit a quarterly Statute Awareness Program Report electronically to HQ Process and Program Management: BMF (PPM:B) Specialties Statute Analyst by the 15th day of the month following the close of the quarter in accordance with IRM 25.6.1.4.2, The Statute Awareness Program.

AMS Reporting - Accounts Maintenance Research Hold (AMRH), Refund Inquiry and Statute Programs

  1. AMS receipts should be validated weekly by comparing available data from the Servicewide Notice Information Program to volumes received in AMS.

  2. If significant discrepancies are identified, this could be an indication of a systemic problem. Please contact the PPM Analyst responsible for the specific program (AMRH, Statute or Refund Inquiry) to report the issue.

Managing Referral Inventory

  1. Distribute work by IRS received date order and ensure employees are aware of the following aging criteria:

    • Account referrals - 30 days

    • Technical referrals - 15 days

  2. Ensure all employees are profiled in AMS to receive the appropriate type of referral inventory.

  3. Manager or manager's designee must review the referral within 3 business days from the date the referral was initially created or resubmitted for review. Managers are also responsible to ensure the initiating employee has taken action on a rejected referral within 2 business days of the case being rejected. For additional information, see IRM 21.3.5.4.2.1.1, Preparing an e-4442/4442.

  4. Managers must analyze new receipts to determine age, mis-routed cases, trends, etc.

  5. Re-assign an employee's inventory in CIS/AMS/IDRS to another employee within 14 calendar days in the following situations:

    • Employee leaves permanently

    • Employee is placed in Non-Work Status (NWS)

    • Employee is on extended detail or special assignment or will be out of the unit 14 calendar days or more

Referral Inventory Reporting Requirements
  1. All written referral work, whether worked within your operations or transferred out, is subject to the inventory reporting requirements monitored through AMS. Use AMS reports to monitor the volume of receipts and closures, overage, and inventory of all written referral work. More information regarding AMS is on AMS website at: http://ams.web.irs.gov/index.asp.

  2. Telephone inquiries not resolved within the same business day are written as referrals and worked as paper inventory.

Referral Coordinators
  1. Although it is an important objective of Accounts Management to resolve as many issues as possible on-line, it is not always possible for an assistor to do this. Some instances include:

    1. The assistor needs additional information to resolve a case

    2. The training level of the employee does not permit on-line resolution

    3. IDRS real time and/or Corporate Files On-Line (CFOL) Command Codes are unavailable

  2. Each site must designate an Erroneous Referral Coordinator who will:

    1. Report and return erroneous, incomplete, mis-routed, or late referrals and

    2. Work to eliminate erroneous referrals.

  3. For referral and resolution procedures regarding erroneous referrals, refer to "Form 4442 Erroneous Referral Coordinators " listed in SERP under the Who/Where tab.

Transferring Written Referrals
  1. All cases received in Accounts Management are worked in that operation unless required to be referred in a Chapter/Section of IRM 21, Customer Account Services or IRM 25.23, Identity Protection and Victim Assistance.

  2. When a telephone inquiry is referred to another site or function, the following information MUST be included on the Electronic Form 4442 (e-4442), Inquiry Referral:

    • Routing information (in the upper right corner of e-4442)

    • Full name and ID Number

    • Team or Stop Number

    • Site Location of the assistor making the referral

    • IRM or the IRM Procedural Update (IPU) reference authorizing the referral

    • Detailed explanation of the issues involved and research results

    Note:

    For additional information on completing e-4442 see IRM 21.3.5, Taxpayer Inquiry Referrals Form 4442.

  3. Account Management Services routes all e-4442 to a managerial review queue where the referrals are held pending a 100 percent review. Managers/Referral Coordinators have access to the review queue. Referrals must be reviewed by the manager or manager's designee within 3 business days from the date the referral was initially created or resubmitted for review. See IRM 21.3.5.4.2.1.1(6), Preparing an e-4442/4442.

    Note:

    Managers must profile users in the AMS database to receive specific types of referrals. This action is necessary to ensure employees have access to the workload. Refer to the e-4442 Manager's Guide on the AMS website, http://ams.web.irs.gov/index.asp.

  4. Frontline Managers must ensure the following:

    • Referrals in their site’s queue or assigned to their employees are resolved timely in accordance with IRM 21.3.5.4.6, Resolving Referrals.

      Note:

      Spanish referrals may need to be resolved in the bilingual sites.

  5. Identity Theft Assistance Request (ITAR) referrals (4442s) must be reviewed by the manager or the manager’s designee within 24 hours of creation. See Paragraph (3) in IRM 25.23.3.3.5, Identity Theft Assistance Request (ITAR) - General Information.

  6. Managers must take the following actions related to the Form 14103, Identity Theft Assistance Request referral:

    • If response to the Form 14103 is not received by Identity Protection Specialized Unit (IPSU) ITAR CSR within 15 days of the CSR e-mail, the manager must send another e-mail to the functional liaison and must e-mail a copy to the manager of the CSR who received the referral; and the assigned Identity Theft Victim Assistance (IDTVA) P&A Analyst.

    • If a response is not received within 15 days of the e-mail sent by the manager (action stated above), the assigned IDTVA P&A analyst will contact the ITVA IPSU Headquarters Analyst.

    • For additional information regarding the above actions, see the Note in IRM 25.23.3.3.5.3(4), Monitoring and Suspending of an ITAR-AM IDTVA-IPSU only.

Managing Inventory Timeliness and Quality

  1. Ensure employees (when applicable) are familiar with the guidelines for all written communications in IRM 21.3.3, Incoming and Outgoing Correspondence/Letters. Use the following response time frame guidelines:

    Response Time Frames
    IF THEN Respond Within
    Account Inquiry 30 calendar days of the earliest "IRS received date"
    Technical "tax law" Inquiry 15 calendar days of the "IRS received date"
  2. In general, any case (inquiry) not resolved within 45 days (30 days for referrals) is considered overage.

    Note:

    While the above response times are mandated for Accounts Management, encourage your employees to make every effort to provide quality responses in the following shorter time frames:

    Shorter Time Frames
    IF THEN
    Account referral 5 days
    Technical referral 2 days
    Correspondence 20 days
  3. A quality response is an accurate and professional communication, which, based on information provided, resolves the customer's issue(s), requests additional information from the customer, or notifies the customer that we have requested information from outside IRS. It is the responsibility of the manager to ensure the professionalism and accuracy of their employees' work.

  4. Managers must carefully monitor the age of the correspondence inventory.

  5. Correspondence must be controlled within 14 days (if not resolved) and management must monitor the inventory to ensure that the 14 day control requirement is met.

Inventory Reporting Requirements
  1. Establish controls of written inventory per IRM 21.5.1, General Adjustments, or IRM 21.3.5, Taxpayer Inquiry Referrals Form 4442.

  2. Report inventories of the following case types on the Accounts Management Inventory Report (AMIR):

    • Adjustments/Correspondence (including Employee Plans (EP); Exempt Organization (EO); and Affordable Care Act (ACA))

    • Taxpayer Relations

    • Refunds

    • Special Cases

    • Technical

    • Statute

    • Centralized Authorization File (CAF)

    • Large Corporation

    • Reporting Agent File (RAF)

    • Accounts Maintenance (AMRH)

    • Employer Identification Number (EIN) Program (paper inventory only)

    • Preparer Tax Identification Number (PTIN)

  3. Refer to IRM 3.30.124.6.1, Accounts Management Inventory Report (AMIR), for reporting categories.

  4. Use the Case Control Activity (CCA) 4242 Reports to report Referral inventory numbers.

Statute Program

  1. Due to the critical nature of Barred Statutes, each AM campus must have an effective Statute Awareness Program. Briefings must be conducted by the Statute Unit throughout the year to promote actions to prevent barred assessments.

  2. Weekly managerial reviews and Statute Days are required in order to identify Assessment Statute Expiration Dates within the Statute inventory, CIS, and incoming receipts. See IRM 25.6.1.4, Introduction Procedures.

  3. Statute cases must be reviewed and stamped by Statute employees prior to CIS input to create a permanent record on claims cleared by Statute.

  4. All campuses must utilize Statute approved stamps. Cases transferred to other sites based on Enterprise Management of Inventory (EMI) must be reviewed for imminent statute prior to transfer. Sites will not enter into agreements with other functions to provide Statute support inconsistent with the IRM 25.6, Statute of Limitations unless given specific HQ approval. This includes, but is not limited to, the Statute Clearance/Prompt Assessment processes.

  5. Whenever a barred assessment is identified, the AM Statute Function will follow the prescribed timeframes in IRM 25.6.1.13.2, Barred Assessment Procedures for Wage and Investment Campuses.

  6. Each AM campus must submit a quarterly Statute Awareness Program Report electronically to HQ Process and Program Management: BMF (PPM:B) Specialties Statute Analyst by the 15th day of the month following the close of the quarter in accordance with IRM 25.6.1.4.2, The Statute Awareness Program.

Manual Refunds – Training and Monitoring Requirements

  1. A Service priority is completion of the Tax Refund Disbursements Corrective Action Plan pertaining to Manual Refunds. AM plays a critical role in this plan as stewards of a large percentage of manual refund adjustments.

  2. Employees MUST complete the following manual refund courses via ELMS annually:

    If the employee And Then the employee
    Initiates, reviews, signs and/or monitors manual refunds and HAS NOT previously completed ELMS Course 30914, Manual Refunds MUST complete ELMS Course 30914, Manual Refunds.
    Initiates, reviews, and/or signs but does not monitor manual refunds Has completed ELMS Course 30914, Manual Refunds, previously Must complete ELMS Course 30914a, Manual Refunds Recertification.
    Monitors manual refunds using the Erroneous Manual Refund Tool (EMT) Has completed ELMS Course 30914, Manual Refunds previously Must complete ELMS Course 42841, Monitoring Manual Refund annually.

    Note:

    All campuses are required to certify with the Headquarters Manual Refund Analyst in PPM:IA that the employee completed the required training.

  3. All manual refunds generated by AM must be input through the Manual Refund Tool per paragraph (6)(a) in IRM 21.4.4.4, Preparation of Manual Refund Forms.

  4. In addition, all manual refunds must be monitored and documented on a daily basis utilizing the EMT/Case Monitoring tool per IRM 21.4.4.5.1, Monitoring Manual Refunds. (This is done to ensure a duplicate refund condition has not occurred.)

  5. The Manual Refund and EMT/Case Monitoring are both Integrated Automation Technologies (IAT) tools and the use of the IAT tools is mandated by IRM 21.2.2-2, Accounts Management Mandated IAT Tools.

  6. Managerial review of the manual refund monitoring and documentation is required to verify that the EMT tool was run on a daily basis. Managers are required to document the EMT monitoring on Form 14696, Manager’s Monitoring Confirmation Log. For additional information regarding these procedures, see IRM 21.4.4.5.1(4), Monitoring Manual Refunds.

Integrated Automation Technologies (IAT) Tools

  1. In an effort to improve productivity, consistency, and quality, AM managers must continue to emphasize the use of the available IAT Tools.

  2. All AM employees will adhere to the mandatory use of IAT tools as defined in IRM 21.2.2-2, Accounts Management Mandatory IAT Tools.

Centralized Authorization File (CAF)

  1. AM continues to optimize the timeframe for processing CAF submissions.

  2. Inventory will be handled in accordance with IRM 21.3.7, Processing Third Party Authorizations onto the Centralized Authorization File (CAF). Sites must ensure that revocations and deletions are worked timely to prevent unauthorized disclosures.

Campus Support

  1. Campus support plays a key role in program delivery. Campus Support functions must adhere to the guidelines outlined in IRM 21.1.7, Campus Support, with special focus on payment processing. See IRM 21.1.7.9, Payments.

  2. All AM Frontline Managers or designated representatives must validate that IDRS command code profiles are restricted for Form 809, Receipt for Payment of Taxes, book users and employees processing payments through Remittance Strategy for Paper Check Conversion (RS-PCC) as required in IRM 21.1.7.4, Security Responsibilities.

Unpostable Cases

  1. Unpostable cases are those transactions that cannot post to the Master File and are corrections of previously processed cases. Therefore, it is critical that all Unpostable cases are worked within seven business days of receipt. See IRM 21.5.5.1, Unpostables Overview, and IRM 21.3.7.8.13, CAF Unpostables.

MONITORING AND REVIEWS

  1. Telephone monitoring and work reviews are performed for the following reasons:

    • To make an objective assessment of an employee's performance on an ongoing basis and to ensure that adequate information is available for mid year and annual appraisals

    • To protect the rights of customers

    • To identify training needs

  2. All Accounts Management site managers must conduct the following types of reviews:

    • Telephone monitoring through Contact Recording.

    • Case Reviews. See paragraph (4) below.

    • Inventory Management using the CCA 4243, IDRS Automated Age Listing (AAL) and CCA 4244, IDRS Multiple Case Control Listing.

      Note:

      For additional information, see IRM 1.4.16.5.6, Monitoring the Automated Age Listing (AAL); IRM 1.4.16.5.6.1, CCA 4243 - IDRS Overage Report; and IRM 1.4.16.5.6.2, CCA 4244 - IDRS Multiple Case Report.

      Note:

      Managers MUST ensure employees are utilizing the "Close As MISC " button on CIS when working cases. For additional information regarding the use of this button on CIS, see IRM 1.4.16.5.6.2(5), CCA 4244 - IDRS Multiple Case Control Report, and IRM 21.5.1.5.1(16), CIS General Guidelines.

    • IDRS (Inventory and Security Reviews).

    • Non-evaluative reviews.

    • Clerical reviews (i.e., Form 3210, Document Transmittal, acknowledgement and follow-up, mail receipt and distribution, etc.).

    • Campus Support CIS scanning reviews (for additional guidelines regarding these reviews see paragraph (3) below.

  3. During the Campus Support CIS scanning reviews, managers must review the CIS scanning activities to ensure quality control alerts are not being overridden and scanned document images are clear and legible.

    • Quality Control Alerts - The CIS scanners provide a quality control alert to Campus Support employees when the number of cases identified on the batch sheet does not equal the number of cases identified during scanning. Further analysis maybe necessary if the scanner operator cannot readily identify the problem. It is crucial that these quality control alerts are not overridden without effectively resolving the error identified. The CIS ICT Scanning Activities Guide provides the necessary steps for resolving these quality control alerts. Managers must ensure these quality control alerts are not overridden without effectively resolving the error identified by routinely conducting reviews of the scanning activities. The CIS ICT Scanning Activities Guide is located at: http://cistrg.enterprise.irs.gov/.

    • Scanned Document Images - Campus Support employees are required to review the scanned images of each document to verify proper scanning. If the document is difficult to read and illegible, "ODU" (Original Document Unreadable) is notated on the document. Managers MUST also perform monthly reviews to verify the quality of the scanned images. This verification should include comparing the original document to the scanned image to ensure legibility and the presence of "ODU" if documents are not clear and legible.

  4. The case reviews that AM managers must conduct involve the following:

    • Reviews of closed cases for both accuracy and productivity to determine if work is being closed in an efficient and effective manner. Managers must conduct these reviews to ensure timely follow-up and IDRS activity code update on cases.

    • Workload reviews to assess whether the amount of time being spent is commensurate with the complexity and type of work.

    • Reviews of cases currently in process to ensure that inventory is being closed according to received date and that cases are not unnecessarily suspended.

  5. Managers are required to conduct periodic, random sample reviews of outgoing Form 3210 to:

    1. Ensure the contents of the outgoing document package are accurately recorded.

    2. Ensure unauthorized disclosure of documents and information, as required by IRM 1.4.6.3, Responsibilities of Managers.

    Note:

    Refund Inquiry Unit /Clerical Unit managers must conduct periodic, random reviews of incoming Form 3210 to ensure checks are properly added to the Returned Refund Check System (RRCS). Managers are also required to store all unprocessed returned refund checks in a locked cabinet/drawer at the end of each day.

  6. All required management reviews must be documented in writing and readily accessible.

  7. Focus performance reviews on effective case and call resolution according to IRM guidelines. Emphasize the importance of quality service as well as the efficiency of case work and telephone calls. For telephone calls, managers should determine whether the handle time is appropriate to the call reviewed, considering hold time, wrap time, and talk time. Calls should also be reviewed to assess professionalism.

  8. Whenever possible, include a specific reference to the lowest level, (e.g., IRM subsection number, Transfer Guide code number) for performance feedback/documentation to ensure employees are aware of the procedure not being followed.

    Note:

    This identifies areas that may need further IRM clarification and training deficiencies.

  9. Perform the required monitoring and paper reviews each month. Department Managers and/or Operations Managers must set review requirements for their sites. Conduct a balance or mix of these reviews (telephone and/or paper reviews) throughout the year relative to an employee's work assignments. When necessary, conduct side-by-side non-evaluative reviews for skill development.

  10. All performance recording described in the following subsections must meet the criteria for evaluative material. The criteria is established by the 2016 National Agreement between National Treasury Employees Union (NTEU) and management.

Employee Report

  1. Managers must maintain a flexible schedule listing all employees in their group and show the completed telephone monitoring, inventory and other review activities during the week. Use the following guidelines:

    1. Indicate which sessions are evaluative and non-evaluative.

    2. Notate sessions reviewed through contact recording.

    3. Note the reason when you complete less than the recommended number of monitored calls or inventory reviews.

    4. Retain the schedules until completion of operational reviews so that department managers can use the documentation during operational reviews.

    5. Do not schedule the employee's review the same time/day of each month.

Feedback and Follow-Up

  1. When problems are discovered during the monitoring/review process, managers are to use on-the-job training and on-line courses, e.g., ELMS, group training classes, and written guidance.

  2. Review results may reveal strengths and weaknesses of employees and identify the need for managerial monitoring to evaluate employee performance. Managerial monitoring must be performed independently from Quality Reviews.

  3. National Quality Reviews available from the National Quality Review System (NQRS) cannot be used to evaluate employees.

  4. Quality Review data is used to identify trends, problem areas, and overall site quality.

  5. Managers are responsible for ensuring that actions are addressed on National Quality Reviews identified with the word “Flash” or “Corrective Action Required” in the Feedback Summary Remarks section of the DCI. For additional information, see IRM 21.10.1.7.7, EQRS/NQRS Remarks Section.

Telephone Monitoring

  1. IRM 1.2.10.1.9, Policy Statement 1-44, provides guidelines regarding "Monitoring of Employee Telephone Conversations." This Policy Statement mandates the use of monitoring employees for evaluative and training purposes.

  2. Telephone monitoring is the most important review of a telephone call site. When monitoring telephone calls, managers can determine whether the employee:

    1. Addressed disclosure issues.

    2. Treated the customer with courtesy, fairness, and respect.

    3. Followed the Interactive Tax Law Assistant (ITLA). See paragraph (3) below.

    4. Researched reference material accurately.

    5. Followed AMS; Integrated Automation Technologies Tools (IAT); Technical Communication Documents (TCD); or IRM 21 Job Aids.

    6. Resolved the case per IRM guidelines.

    7. Provided an accurate answer.

    8. Applied appropriate communication skills.

      Note:

      Communication skills and use of hold guidelines are outlined in IRM 21.1.1.7, Communication Skills, and IRM 21 Job Aids.

      Note:

      See Paragraph (3), below regarding use of inappropriate language by employees.

    9. Conducted a concise successful interview.

  3. Rude remarks or disrespectful behavior cannot be tolerated when communicating with the taxpayer or in the work place. Recorded conversations of inappropriate language by telephone employees may be available to the public under the Freedom of Information Act (FOIA). Recorded instances of rude, inappropriate language or disrespectful behavior during the conversation with taxpayer or while taxpayer is on hold will be handled as follows:

    • The CQRS reviewer will review the recorded contact and code the DCI by applying the appropriate 800 series attributes under the Professionalism Measure. The DCI is not coded under the Customer Accuracy Measure; therefore, Attribute 715 does not apply.

    • CQRS will alert the Chief, Data Management and Reports (DMR) of the issue via e-mail with a courtesy copy to the Process Improvement/Customer Accuracy (PICA) Manager. The DMR Chief will contact the appropriate site Planning and Analysis Chief.

      Note:

      Managers should see the following references, which include guidelines that officially support their conversation with employees:
      IRM 21.1.1.10, Contact Recording, paragraph (2) states: "Incoming calls are answered with an additional announcement that states: Your call may be monitored or recorded for quality purposes."

      Document 7017, Label for Telephones Subject to Monitoring/Recording. This document (label on the Aspect Teleset) states: "This telephone is subject to monitoring/recording for the purpose of spot-checking employee courtesy and accuracy of information."

  4. The use of the ITLA is mandatory by AM telephone assistors when responding to a taxpayer's question on any of the technical tax law topics identified to be "in-scope" topics. The tax law topics considered "in-scope," which require ITLA use, can be found by accessing the following hyperlink through the IRS intranet: http://serp.enterprise.irs.gov/databases/irm-sup.dr/current/itla/itla-home.htm

  5. All telephones subject to monitoring must be properly labeled so employees know that calls may be recorded/monitored. Calls are recorded via the Contact Recording system.

ASPECT
  1. Contact Recording is the preferred method of telephone monitoring. If this is not available, monitoring may be conducted through the ASPECT teleset. A manager signs on to their teleset by performing the following steps:

    1. Press the SIGN-ON button, located in the top left side of the teleset

    2. Enter ASPECT supervisory extension

    3. Enter password, usually the manager's ASPECT extension

    4. Press "SUPERVISOR" key

    5. Enter the extension of the assistor to be monitored

    6. Press "ENTER"

    7. Press "RELEASE" key to end monitoring session

  2. If a manager does not have an ASPECT Teleset, they may monitor from a Private Branch Exchange (PBX) phone by dialing the site assigned 800 number and follow voice prompts for:

    • Client number

    • Client password

    • Application number

  3. Managers should contact their system administrator for the appropriate telephone number and passwords or if they have difficulty monitoring remotely.

  4. Double plugging to review telephone calls may be performed for training purposes only and is non-evaluative.

Contact Recording
  1. Contact Recording is an automated quality monitoring system. It provides an "instant replay" of employee and taxpayer interaction. Recordings are stored by employee Aspect number.

  2. The automated system captures voice and in a certain sample of cases, on-screen computer activity for later retrieval and review.

  3. Contact recordings are used for performance/managerial monitoring purposes only and are normally erased within 45 days.

  4. All calls are recorded in their entirety under contact recording. Continue to use monitoring sheets for your written record for evaluative purposes.

  5. Follow the time frames in the 2016 IRS/NTEU National Agreement for sharing performance feedback, which is found at: http://hco.web.irs.gov/lrer/negotiations/natagree/

  6. A separate sample of recorded calls is selected for quality review purposes and is not tracked to individual employees for evaluative purposes.

    Note:

    Management may request that a recorded contact be downloaded. Refer to IRM 1.4.21.1.2.5, Managerial Requests, for more information regarding this type of request.

  7. For additional information regarding contact recording, see IRM 21.1.1.10, Contact Recording.

Access to Recorded Calls
  1. There is a systemic report generated, no less than monthly, to notify employees of the number of calls recorded.

  2. Employees may request access to a recorded call used for evaluative purposes and may listen to the call on official time.

  3. At an employee's request, the employee and/or employee's representative and the manager will meet within two (2) business days to listen to and discuss a recorded call together. The employee's representative; however, must request and receive permission under IRC Section 6103 (I) (4) (A) to listen to calls involving return information.

Evaluative Reviews

  1. Documented monitoring is a part of the evaluation process. The 2016 National Agreement governs such recordings. When completing reviews, ensure they are:

    • Conducted according to department or other requirements.

    • Completed by a manager or an individual in an official acting manager capacity.

    • Input to the Embedded Quality Review System (EQRS) using the approved Data Collection Instrument (DCI) for each applicable Specialized Product Review Group (SPRG).

    • Shared in a timely manner as required by the 2016 National Agreement (found at http://hco.web.irs.gov/lrer/negotiations/natagree/index.html).

    Note:

    Supplemental evaluative reviews may be done by technical leads using the EQRS system; however, like all evaluative information, managers must share the review. The lead must sign the documentation as the reviewer and the manager must sign prior to sharing the review.

  2. A manager narrates the review using enough detail to support their assessment. Clearly identify to the employee actions taken (or not taken) to accomplish the Critical Job Elements (CJE). The EQRS automatically identifies the critical element for each action addressed. Give examples of what employee said and examples of what could have been said.

  3. When conducting a live review, do not interrupt a call unless the employee is:

    • Advising the taxpayer/caller incorrectly.

    • Providing discourteous service.

    • Unable to answer the question.

    • Threatened by a caller.

    Note:

    EQRS is a standardized data repository with trend analysis capabilities and reporting capabilities to use for employee evaluations.

Team Manager
  1. Managers must use the approved EQRS DCI for each applicable SPRG.

  2. For telephone monitoring, develop a method for recording the pertinent facts of the call. Ensure all information needed to determine if a call is correct or incorrect is captured.

  3. Conduct a minimum of two evaluative reviews per month (phone or paper) for each employee. Sites utilizing Centralized Evaluative Review (CER) Proof of Concept (POC) must follow CER guidelines.

    Note:

    When an employee works in a blended environment (phones and paper), strive to review a proportionate combination throughout the rating period.

  4. If for some reason reviews cannot be conducted on an employee (e.g., extended illness, furlough, managerial absence, etc.), a review waiver is placed in the Employee Performance File (EPF) explaining why the required numbers of reviews were not conducted.

    Note:

    At the discretion of the site, these waivers are approved at the department level.

Department Manager
  1. Department managers must ensure team managers conduct sufficient telephone monitoring and case reviews to provide employees with a well documented evaluation. An EQRS Report is available for this purpose.

  2. Department managers must provide monthly feedback to front line managers regarding adherence to the review requirement. This feedback addresses number of reviews conducted for each employee, type of review (paper, phones, targeted) and types of errors identified.

Feedback and Follow-up
  1. Determine if additional monitoring/review is necessary based on the following factors:

    • Training

    • Employee's ongoing performance

    • Quality Review feedback

    • Required minimum monitoring

    Note:

    Use Aspect reports such as Wrap Time and Average Handle Time (AHT) as indicators to determine when additional monitoring is appropriate.

  2. On-the-Job instructors (OJIs) monitor trainees to provide constructive feedback and assist in employee development. Team leaders monitor side-by-side to improve work skills. This monitoring is non-evaluative and not formally documented.

Sharing Results
  1. Sharing monitoring results is a two-way communication. The Employee Feedback Report on EQRS is available for this purpose and must be used. After sharing the review, managers must determine if the employee agrees with their assessment.

    If an employee Then
    Agrees
    1. Commend the positive aspects of the performance.

    2. Discuss areas for improvement as appropriate.

    Disagrees
    • Obtain the cause of the disagreement.

    • Commend the positive aspects of the performance.

    • Discuss openly to resolve disputed issues.

    • Discuss areas for improvement.

    • Develop plan to improve performance as appropriate.

    Note:

    Always ensure the employee has an understanding of the Accounts Management measures and goals and how they relate to the critical job elements of their position description.

  2. Managers must follow the time frames for sharing performance feedback outlined in the 2016 IRS/NTEU National Agreement, which states the following:

    • If the employee has provided incorrect information to a taxpayer, the manager will inform the employee as soon as possible. In all other instances, the evaluative recordation will be shared with the employee within fifteen (15) workdays of when the call was received by IRS or the contact was made with the IRS.

    • Access the 2016 National Agreement via http://hco.web.irs.gov/lrer/negotiations/natagree/

  3. Obtain the employee's acknowledgment on the designated form. Provide one copy to the employee and retain the other copy for the EPF. Sanitize all employee data containing a social security number or name.

Workload Management/Efficiency Reviews

  1. Critical Job Element (CJE) 5, Business Results - Efficiency, provides the performance expectations for Timeliness, Time Utilization and Workload Management. This involves the following:

    • Inventory time is appropriately used to work cases

    • Casework is completed in an efficient manner

    • Inventory is appropriately managed

  2. Managers will conduct a quarterly Workload Management/Efficiency review to evaluate employees when they are assigned to work paper inventory programs. This review will evaluate employee performance as it relates to Time Utilization, Timeliness and Workload Management. Paper Inventory includes:

    • Adjustments Correspondence

    • Taxpayer Relations (TPR)

    • Inquiry Referrals (AMS e-4442)

  3. The quarterly review will include the time or period the employee was assigned to work inventory programs. This review can be performed by directly observing the employee (side by side) or reconstructing the actions taken by the employee during the defined period. Typically, this would be a block of time ranging from one to four hours or two complete cases and will include, but is not limited to, the following:

    • Open Cases - including overage cases, uncontrolled cases, open controls, and suspense cases

    • Closed Cases/Completed Cases

    Note:

    All reviews MUST be documented.

  4. Conducting the review using the side by side approach (as discussed above), will allow the manager to complete the reviews timely and improve the quality of the feedback.

  5. Inventory reviews will be documented by completing the Data Collection Instrument (DCI) on the EQ system. The recent EQ system update enables the multi-case review process. Workload Management/Efficiency Reviews can now be completed using the EQ system for all Paper SPRGs. Managers are not required to use the template to complete CJE 5 reviews. Job Aid and instructions are located on the EQ Website at: http://eq.web.irs.gov/default.aspx.

    Note:

    For all inventory reviews, managers must use the AAL that includes the CCA 4243 (IDRS Automated Age Listing) and CCA 4244 (IDRS Multiple Case Control Listing). The AAL must become a part of the documentation.

    Note:

    For additional information using the CCA 4243 and CCA 4244 for monitoring and reviews, see IRM 1.4.16.5.6, Monitoring the Automated Age Listing (AAL); IRM 1.4.16.5.6.1, CCA 4243 - IDRS Overage Report; and IRM 1.4.16.5.6.2, CCA 4244 - IDRS Multiple Case Report.

  6. Workload Management/Efficiency reviews determine if an employee is:

    • Completing casework in an efficient manner (time spent commensurate with complexity and training level)

    • Appropriately managing their inventory

    • Following procedural guidelines

    • Completing efficient research

    • Accessing available electronic research tools

    • Using applicable IDRS Accessory Manager Tools, i.e., IAT

    • Transferring cases appropriately

    • Monitoring and closing necessary case controls

    • Transcribing pertinent data accurately

    • Analyzing data correctly

    • Making correct decisions

    • Initiating timely and effective follow up actions including updating CIS/AMS/IDRS

      Note:

      Managers MUST ensure employees are utilizing the Close As MISC button on CIS when working cases. For additional information regarding the use of this button on CIS, see IRM 1.4.16.5.6.2(5), CCA 4244 - IDRS Multiple Case Control Report, and IRM 21.5.1.5.1(16), CIS General Guidelines.

    • Working cases according to aged order or other priorities as established by management directives

    • Reporting time accurately using the proper Organization Function Program (OFP) codes for working paper inventory programs

General Guidelines
  1. Consider the following factors when performing a Workload Management/Efficiency review:

    • Level of training and experience of the employee

    • Specialization of work

  2. For inventory reviews, prior to selecting a closed case for input to the EQ system, the evaluative reviewer will select a period of time when the employee was assigned the work; and perform a Workload Management/Efficiency review of closed and in-process cases using the following procedures (as applicable):

    • Use CIS real time data to identify closed cases and other account actions taken during a specific period of time when the employee was assigned to the work.

    • Use Transcript Inventory (AMRH and Statute) data in AMS to review work processes.

    • Select cases closed within a shorter rather than longer time block in order to limit the number of cases included in the review.

    • Identify the specific cases closed during the identified time frame. These will be used to complete the Workload Efficiency Review.

    • Select one of the closed/completed cases for the regular accuracy EQRS review.

    • Use the IDRS command code QRIND to review on-line adjustments.

    • Use CCA 4243 reports (Automated Age Listing) and CCA 4244 (Multiple Case Control Listing) to ensure that timely actions are being taken and cases are being worked in priority order.

    • Use AMS Taxpayer Identification Number (TIN) listing for access to all TINs accessed by the employee during the specific period of time in question.

    • Select "in process" cases (e.g., suspense; RTW (Return to Worker); check marked cases) to ensure correct actions are taken at first touch or when the case is workable.

  3. To ensure work is resolved timely and inventory reports reflect the correct data, each AM campus MUST download the Case Control Activity (CCA) 4243, IDRS Automated Age Listing, and CCA 4244, IDRS Multiple Case Control Listing, from Control- D WebAccess (CTDWA). These reports are downloaded weekly to an Excel file, which becomes the Automated Age Listing (AAL). The report allows the Inventory Control Manager (ICM), P&A Analysts, and management to sort assigned cases by relevant criteria (e.g., age, category, last action date) to identify and prioritize workable overage cases or cases requiring follow-up actions.

    Note:

    For additional information using the CCA 4243 and CCA 4244 for monitoring and reviews, see IRM 1.4.16.5.6, Monitoring the Automated Age Listing (AAL); IRM 1.4.16.5.6.1, CCA 4243 - IDRS Overage Report; and IRM 1.4.16.5.6.2, CCA 4244 - IDRS Multiple Case Report.

  4. Managers of all inventory teams (Adjustments, Statutes, Refund Inquiry, and Accounts Maintenance Research (AMRH)) must use the AAL to perform weekly reviews of employees' assigned cases to ensure established case priorities are followed per the AM Program Letter, which is found at:http://win.web.irs.gov/accountsmgmt/amdocs/Strategic-Initiatives_Measures/Prgmltr.htm . Managers of teams with uncontrolled inventory e.g., Centralized Authorization File (CAF) and/or Reporting Agent File (RAF), must perform reviews of employees' work (desk reviews). All required management reviews must be documented.

  5. Management is responsible for communicating expectations and evaluating employee performance relative to CJE 5, Business Results-Efficiency, pertaining to Timeliness, Time Utilization and Workload Management.

  6. Follow guidance in the 2016 National Agreement regarding the rating of work performance. The Agreement is found at: http://hco.web.irs.gov/lrer/negotiations/natagree/index.html

Sharing Results
  1. Share a Workload Management/Efficiency review with the employee as soon as possible and in the same manner as EQRS evaluative reviews. If employee performance indicates a need for improvement, discussions should reference the current review and prior reviews to identify the observed progress.

  2. If the employee's performance requires improvement, identify and complete actions to assist the employee such as additional training or coaching.

  3. Managers must share reviews within 15 workdays.

Monitoring the Automated Age Listing (AAL)

  1. To ensure work is resolved timely and inventory reports reflect the correct data, each AM campus MUST download the Case Control Activity (CCA) 4243, IDRS Overage Report, and CCA 4244, IDRS Multiple Case Control Report, from Control- D WebAccess (CTDWA). These reports are downloaded weekly to an Excel file, which becomes the Automated Age Listing (AAL). For additional information regarding these reports, see IRM 1.4.16.5.6.1, CCA 4243 – IDRS Overage Report, and IRM 1.4.16.5.6.2, CCA 4244 – IDRS Multiple Case Control Report.

  2. The AAL allows the Inventory Control Manager (ICM), Planning and Analysis (P&A) analysts, and management to sort assigned cases by relevant criteria (e.g., age, category, last action date) to identify and prioritize workable overage cases or cases requiring follow-up actions.

  3. AM Campus and Remote site Managers must monitor overage inventory for their assigned teams using the AAL and share feedback with each employee weekly to ensure the employee is working inventory in accordance with established guidelines.

  4. Managers of all teams with inventory will use the AAL to perform weekly reviews of employees’ assigned cases to ensure employees are closing cases according to established program priority. Inventory should include:

    • Adjustments

    • Statutes

    • Refund Inquiry

    • Accounts Maintenance Research Hold (AMRH)

    • Unpostables

    • Operation Assistance Requests (OARs)

    • Identity Theft

  5. Managers of teams with uncontrolled inventory, e.g., Centralized Authorization File (CAF) and/or Reporting Agent File (RAF), must perform reviews of employees work (desk reviews) to ensure established priorities are followed.

  6. Age list reviews are performed for the following reasons:

    • Identify specific cases for review

    • Monitor the volume of the employee’s inventory

    • Set overage closure expectations

    • Identify potential problem cases

  7. Some important items to watch in any age list review include:

    • Cases over the aging criteria

    • Inappropriate activity code

    • Expired purge/action dates

    • Excessive time elapsed since last action

    • Expired Statute

    • Inappropriate suspense cases

  8. There are several methods available to conduct an age list review. Two methods are shown below.

    • Print the entire list for each employee and use color-coded highlighters or other notations to point out priority issues on the hard copy.

    • Use the AAL filters to reduce the overall list and display only priority cases. Add emphasis with color-coded cell highlights within Excel. If the data is stored on a shared drive, ensure PII information is protected in compliance with Data Security requirements. Share each employee’s list with an added column for follow-up comments. Print the reduced list if sharing files is difficult.

  9. The AAL review is a required management review and must be documented and filed in the employee’s EPF per IRM 6.430.2.3.5(4), Employee Performance File.

  10. ELMS Course 34765, Inventory Management for AM Managers, includes guidance regarding the AAL and other inventory management topics.

CCA 4243 – IDRS Overage Report
  1. This report contains all cases controlled to an IDRS employee number (in IRS received date order) and managers use this report to:

    • Identify cases that require action.

    • Identify specific cases for review.

    • Monitor the size of the employees' inventories.

    • Determine if employees are working inventory in the proper order.

    • Set closure expectations.

    • Identify potential management problem cases.

    • Monitor for the prevention of premature STAUP/TC 470.

  2. This report is available in Control-D every Monday morning:

    • Report Name: "OVERAGE REPORT"

    • Job Name: "CCA 4243x" (x = the alpha character assigned to the campus).

  3. The information in the AAL data fields provides proper case management. The following data fields are shown for each case on the report:

    • TEAM – Team IDRS number for employee.

    • EMP# - IDRS number of the employee case is assigned.

    • TIN - Taxpayer Identification Number (SSN, EIN, ATIN, or ITIN).

    • MFT - Master File Tax Transaction Code.

    • TXPD – Tax period of the case.

    • NAME – Name Control.

    • FRZ CODE – Freeze codes on the account.

    • AGE – Number of days aged from the IRS received date.

      Exception:

      For CONTROL-CATEGORIES 1081, 1184, 3858, 3859, 3864, 3911, 841P, ACKN, RCTF, RECL, ST32, TOAD, OOPS, PAID, UPP-, URP1,or URPS use the ACTION-DT instead of the IRS-RCVD-DT to compute CASE-AGE when the CASE-STATUS-CD is background.

    • IRS RECD DATE – The date the case was received by the IRS.

    • ASSIGN DATE – The date the case was assigned to the current employee.

    • ACTIVITY CODE – The last action taken on the case.

    • ST – The Status Code of the case.
      A – Active case under control. Includes cases awaiting MFTRA, documents, or action by the employee.
      M – A controlled case that cannot be resolved due to long term delay (internal information, out-of-region document request, etc.).
      B – Background status used to monitor case.
      S – When sending letters to the taxpayer and waiting for a response from the taxpayer (External Information).

    • CATE – The Category code of the case.

    • ACTION DATE – The date of last IDRS action.

    • HM – (H)ave (M)et - Overage indicator. All taxpayer initiated cases begin to age at 45 days. When the case reaches aged criteria for the first time an * will be displayed, the case will display a 2 through 9 for each week the case is on the aged list. After 9 weeks a < is displayed.

    • (-) – Debit or credit indicator.

    • MOD BAL – Module balance of the case.

    • STAT AGE – Statute age of the case. Indicates statute conditions for current and prior year returns - over, expired, or days remaining on statute.

    • STAUP CYC – Indicates the number of posting cycles before a STAUP expires. Value of "S" is shown if a STAUP is active along with the number of cycles remaining when three or less follows "S" :

      Note:

      Example: "S-2" indicates 2 cycles remain on the STAUP. Value of "D" is shown if a STAUP is active for TISGND (TDI) and value of "T" is shown if a STAUP is active for a TC470 account. The applicable posting cycles also appear after the values of "D" and "T" .

    • C LETR – Indicates the letter number of the last C letter issued.

    • LETR DATE –Date the last letter was issued.

    • BOD – Business Operating Division.

    • CLC – BOD Client Code. This is a code to indicate the particular group of the BOD.

    • PLAN – Plan number. Always "0" on BMF cases. Plan number indicated for various TE/GE cases.

  4. The Activity Code data field on the report is important to monitor. Activity codes should be up to date, consist of appropriate timeframes, and reflect current activity. Check activity codes to ensure:

    • They are updated timely and are appropriate for each case.

    • Cases in "Monitor" status have a follow-up date identified.

    • Any cases previously worked, but not closed in IDRS reflect the appropriate activity code. Activity codes such as 34-CR-TRAN; 54-TAX-ADJ; ADJ54; CRED-TRANS; RLSE-FRZ; TRUE-DUP; X-Claim; etc. may indicate the case was worked but not closed properly on IDRS.

    • Document requests have a pending date for follow-up and are followed up timely. Prior to ordering a document ensure the case is not workable without the document and perform a TIN search in CIS.

    • Check for activity codes "ACTV" and "REASSIGN" , which have an older action date, generally those 14 days or older, as this can be an indicator the case may not have been reviewed yet for proper action and/or may be workable.

  5. The Manager/Lead must review this report to ensure cases are being worked according to IRS received dates (FIFO – first-in, first-out).

  6. Manager/Lead must provide employee with the page(s) (either electronically or by paper) of the report where the cases are controlled to their IDRS number. Annotate cases for follow-up actions by COB Monday. Highlight the cases on the report where:

    • The employee may have failed to take timely actions such as follow-up on a case when the purge date has passed.

    • The case is in Nullified Unpostable (NLUN) category over 14 days old.

    • The Statute of Limitations on assessment of tax will expire within 90 days.

    • The STAUP has expired or there is no STAUP on a balance due account.

  7. The employee will notate, on the bottom of the page, the actions taken on each case worked. Annotations should include C - Closed; U - Update; or S - STAUP input. The report should be returned to the Manager/Lead by close of business Thursday. The employee should work cases in the following priority order:

    • NLUN category cases.

    • The statute on assessment will expire within 90 days.

    • Taxpayer was contacted and purge date has passed.

    • Remaining cases by case type in oldest date received order.

  8. The reports should be maintained for three months in the Employee Performance File (EPF).

CCA 4244 – IDRS Multiple Case Control Report
  1. This report identifies cases when two or more employees have an open control base on the same TIN. It identifies the employee's IDRS numbers, tax year, and category for the duplicate controls.

  2. This report is available in Control-D every Monday morning:

    • Report Name: "MULTI CASE RE"

    • Job Name: CCA 4244x

    • Multiple case reports that contain only Accounts Management data can be accessed using Report Name: "MULTICASE-AM*" .

  3. Managers must use this report to identify when there are multiple control bases on the same account. Identify the following:

    • Cases where the same employee has more than one control base open

    • Cases that can be rerouted to another area and closed

    • Cases where a different employee has an open control

    • Cases that can be closed due to previous actions

      Note:

      There will be times when more than one control base open on the same account is appropriate. Each case must be reviewed to determine if a multiple control base should remain open. Multiples with other service centers can be viewed and displayed in the report.

  4. The information in the Multiple Case Listing data fields provides for proper case management. The report will show up to nine (9) multiple case controls. The following data fields are shown for each case on the report:

    • TIN - Taxpayer Identification Number.

    • BOD - Business Operating Division.

    • BOD CLC - Business Operating Division Client Code.

    • F/S - File Source

    • MFT - Master File Tax Account Code.

    • Tax Period - Identifies the tax period that was controlled.

    • PLN - Plan number, if applicable.

    • N/C< - Name Ctrl

    • C# - Control Base Number

    • Employee # - Employee number for employee assigned.

    • Status - Case History Status Code.

    • Category - Category of first case.

    • IRS Rcd Date - The first IRS received date.

    • C# - Second Control Base Number.

    • Employee # - Second employee number for employee assigned.

    • Status - Second Case History Status Code.

    • Category - Category of second case.

    • IRS Rcd Date - The second IRS received date.

  5. The Manager/Lead MUST:

    • Provide the report (either electronically or by paper) by COB Monday to the employee identified as having controls on the case. For cases assigned to Central Distribution numbers or queues, the listings will be worked by the designated team lead/manager.

    • Instruct the employee to annotate the actions taken on the case on the report and return the annotated report to the Manager/Lead no later than close of business on Thursday.

      Note:

      When there are multiple open CIS cases on a TIN, ensure the employee uses the "Close As MISC" button (on the CIS case page). This button closes the CIS case and updates the category code to "MISC" (in IDRS only), while closing the IDRS control base. For additional information using the "Close As MISC" button on CIS, see IRM 21.5.1.5.1(16), CIS General Guidelines, and IRM 21.2.1.9(4), Correspondence Imaging System (CIS).

      Note:

      For units with identity theft multiple controls, ensure the employees follow guidelines in IRM 25.23.3.3, Identity Theft - Paper Overview , and Exhibit 25.23.4-8, Identity Theft Multiple Control Decision Document.

    • After it is returned by the employee, review the report to determine if the correct actions were taken or return to the employee with feedback on the actions that need to be taken.

    • Maintain these reports for three months in the Employee Performance File (EPF).

Managers Assessing Performance (MAP)
  1. The Managers Assessing Performance (MAP) tool is a guide to assist Accounts Management managers with program management and leadership responsibilities. Managers are responsible for communicating organizational goals and achieving business priorities and objectives.

  2. The MAP tool provides a consolidated list of numerous management information and real-time data reports available for monitoring performance. These reports are indicators that lead to identifying opportunities to increase efficiency and effectiveness for employees, teams, departments, operations, and directorates.

  3. AM Managers access the MAP tool at:https://portal.ds.irsnet.gov/sites/iManage/MAP/SitePages/Home.aspx

  4. Access permissions to this tool follow HR Connect par actions and is available to all AM management officials. If a manager returns or moves to a non-management position, access to the MAP will be removed.

Review of IDRS Adjustments

  1. Ensure the integrity and accuracy of adjustments made to taxpayer accounts. Review 100 percent of on-line transactions for each newly trained assistor until the employee's performance is satisfactory (the employee consistently inputs correct adjustments). Follow up with ongoing sample reviews. If performance problem exists, reinstate 100 percent reviews.

Command Codes for Review of IDRS Adjustments
  1. Use the following IDRS Command Codes (CC) to review on-line adjustments:

    • QRADD

    • QRIND

    • RVIEW

    • QRACN

    The above command codes are found in IRM 2.4.5, Command Codes QRADD, QRADDO, QRNCH, QRNCHG, RVIEW, QRACN, and QRIND for the Quality Review System.

  2. Use CC QRADD to enter the employee numbers of employees you plan to review. Suspend all transactions input by your employee or group using CC QRADD or CC QRADDG for the same day. Transactions remain suspended for review for two days. After two days, all transactions not reviewed are released systemically for processing to the Master File.

  3. Use CC QRIND with CC RVIEW to control workloads. CC QRIND requests a summary of an assistor's transactions available for review for a specific day. Evaluate adherence to IDRS security and procedures. It is useful to keep a control log of the CC QRIND reviews.

  4. Use CC RVIEW to review all transactions or selected transactions input by individual assistors. Input CC RVIEW within two days after a CC QRADD or a CC QRADDG request to review an adjustment.

  5. Use CC QRACN to accept, reject, or review your employee's transaction input screens, displayed by using CC RVIEW. Review the displayed transaction for quality and appropriate documentation requirements before using CC QRACN.

    1. Accepted transactions release to the Master Files for processing after the standard two-day hold.

    2. Rejected transactions change from IDRS status "AP" to "DQ" the following work day. The reviewer/manager must print the action after rejecting the transaction. Send these prints back to the employee for corrective action.

Focus of the IDRS Adjustments Review
  1. IDRS adjustment reviews help do the following:

    • Prevent unpostables

    • Ensure prompt correction of errors

  2. Determine if employees use appropriate IRM procedures to input adjustments. To ensure overall quality of the work, if a performance problem exists, consider requiring review/approval of any or all IDRS adjustments.

  3. Review a sample of IDRS adjustments with source documents, focusing on the following areas:

    1. Appropriate source documents

    2. Accurate and complete input data

    3. Proper hold codes

    4. Correct priority codes

    5. Accurate source codes

    6. Appropriate blocking series

    7. Appropriate reason codes

    8. Complete remarks section

    9. Ensure use of mandated Integrated Automation Technologies (IAT) Tools

    10. Appropriate monitoring for transaction posting (when applicable e.g., TC 841)

    Note:

    When an inappropriate or incorrect adjustment identified by CQRS needs immediate corrective action, input Command Code TERUP in IDRS. The reviewer then enters "Flash" in the NQRS remarks section to alert the site of this case.

Delegating Reviews of IDRS Adjustments
  1. A manager may delegate the IDRS reviews, but an employee may not conduct a review of their own cases.

  2. If a manager delegates the review, the employee conducting the review briefs the manager and the employee involved.

Non-Evaluative or Coaching Reviews

  1. Managers and/or their lead technical employees can perform non-evaluative monitoring on the following:

    • Telephone calls

    • Paper Inventory reviews

    • Certain issues (e.g., Disclosure)

  2. The primary purpose of a non-evaluative review is to help the employee develop and enhance their job skills. Effective non-evaluative reviews foster open lines of communication between the employee, the manager, and the lead technical employee. This enables the manager and lead to receive employee feedback and transfer operational goals informally.

  3. Non-evaluative or coaching reviews do not contain a written rating. Share the results orally. Some documentation is appropriate to establish it actually occurred. EQRS may be used to track employee development for this purpose. Have the employee initial and date. Provide one copy for the employee and retain the other copy in the employee's drop file.

  4. The manager or the lead should conduct the review; however, occasionally delegating these duties to a skilled journey level employee, for training purposes, may be appropriate.

  5. Conduct a minimum of two non-evaluative targeted reviews per employee per month if customer accuracy errors are identified on use of ITLA. This applies only to employees staffing tax law applications.

    Note:

    A non-evaluative targeted review is one in which the entire call is not reviewed. These reviews may serve as indicators for areas where additional evaluative monitoring should be conducted.

    Example:

    An example of non-evaluative targeted monitoring is to listen to the call to determine if the employee has accurately identified the customer's issue, made a determination that use of ITLA is required, and followed the guide to respond to the caller.

    Reminder:

    It is not necessary to listen to the entire call once it is determined the correct procedures from ITLA are being followed.

  6. If it is determined during the targeted review the employee is not following ITLA, use your discretion whether to listen to the entire call and document as an evaluative review.

    Note:

    For additional information on the use of ITLA, see paragraph (3) in IRM 1.4.16.5.3, Telephone Monitoring.

Non-Evaluative Monitoring
  1. Non-evaluative reviews are conducted for a number of reasons (e.g., disclosure, history items, etc.).

  2. Non-evaluative target reviews help focus on issues causing high error rates.

  3. When implementing major procedural revisions, non-evaluative reviews can help managers determine if additional discussion and procedural reviews during group meetings may be needed.

  4. Non-evaluative reviews can help the manager and employee determine progress as a result of training and coaching conducted as part of a performance improvement plan.

  5. When an employee is having difficulty dealing with a caller, non-evaluative monitoring allows the manager to assist the employee, if needed.

Side by Side Monitoring
  1. You can accomplish non-evaluative monitoring by utilizing periodic side-by-side reviews, when deemed appropriate, or requested by an employee. Use the optional telephone jack (double plugging) on the employee's teleset. Apply this technique when circumstances merit an in-depth discussion for training purposes.

  2. You may delegate this non-evaluative review to your lead or an OJI. Periodically, delegate this non-evaluative review to experienced telephone assistors to foster the team approach to improve your group's performance. This approach will ultimately improve the work process.

    Note:

    Double plugging, as an introduction to the job by new telephone assistors with experienced employees, is a good training tool.

Non-Evaluative Paper/Procedural Reviews
  1. Accomplish non-evaluative paper or procedural reviews using the same guidelines as provided in workload reviews.

  2. Clearly explain any problems you identify and provide guidance for the employee to improve performance.

Clerical Reviews

  1. Clerical employees perform various administrative duties which support the IRS's ability to provide customer service. They may include the following:

    1. Timekeeping

    2. Mail receipt and distribution

    3. Typing

    4. Log or lists of controls and information

    5. Maintenance of files

    6. Receiving telephone calls

    7. Other duties as assigned

  2. You should focus not only on the employee's ability to complete their assignments, but also on their ability to set priorities and complete assignments independently and expeditiously. You must conduct monthly reviews to determine the accuracy and timeliness of employees' work.

  3. Clerical reviews should also address the clerical work process (i.e., Form 3210 acknowledgement and follow-up).

Taxpayer Advocate Service (TAS)

  1. The Taxpayer Advocate Service (TAS) is an independent organization within IRS whose employees assist taxpayers who are experiencing economic harm, who are seeking help in resolving tax problems that have not been resolved through normal channels, or who believe that an IRS system or procedure is not working as it should.

  2. A referral to a TAS office should be made if the IRS employee receives a taxpayer contact, and the employee cannot initiate action to resolve the taxpayer's inquiry or provide the relief requested by the taxpayer. A taxpayer does not have to specifically request TAS assistance to be referred to TAS.

  3. AM assistors use IRM 21.1.3.18, Taxpayer Advocate Service (TAS) Guidelines, to determine if a taxpayer's case meets any of the TAS Case Criteria, 1 through 9, found in IRM 13.1.7.2, TAS Case Criteria.

  4. Effective March 30, 2015, all e-911s, will systemically route directly to TAS. AM Managers will no longer review the e-911.

  5. For additional information regarding TAS guidelines within AM, see IRM 21.1.3.18, Taxpayer Advocate Service (TAS) Guidelines.

OPERATIONAL REVIEWS OVERVIEW

  1. An Operational Review is an in-depth review and analysis of a particular program or function.

  2. Operational Reviews are conducted in the following manner:

    • Department Managers (DM) review Frontline Teams

    • Operation Managers (OM) review DMs

    • Planning & Analysis (P&A) Staff review Operations

Operational Reviews

  1. Operational Reviews must:

    1. Evaluate and assess

    2. Identify areas to improve

    3. Establish target dates for improvement

    4. Identify and praise accomplishments

    5. Provide a follow-up on action items

  2. The review should address:

    • Workload management practices

    • Personnel management practices

    • Administrative practices

  3. Compare the above practices to the following:

    1. Mission statement

    2. Policies and regulations

    3. 2016 National Agreement

    4. Memos of Understanding (MOUs)

    5. Program Letter

    6. Business measures and goals

  4. Prepare a schedule of planned reviews at the beginning of each fiscal year and no later than November 1st. Schedule reviews to ensure that all teams, including expansion teams, are addressed. Provide the schedule to the Operation Manager, or Director, as appropriate.

  5. Request the information needed from the manager 30 days in advance. This will ensure all information is available at the start of the review. This may include the following items:

    1. Employee Performance Files (EPF)

    2. Personnel files

    3. Drop Files (including meeting minutes)

    4. Managers Monitoring Confirmation Logs for manual refunds

    5. Training files (access employee ELMS reports)

    6. Employee Survey Satisfaction results

    7. WP&C data

    8. AMS data

    9. Local inventory reports

    10. Automated Age Listing (AAL)

    11. Sample of closed cases

    12. Sample of open cases

    13. Average handle time reports

    14. Adherence reports

    15. Transfer reports

    16. Aspect reports

    17. Security reviews

    18. Totally Automated Personnel System (TAPS) data

    19. Leave tracking

    20. Evaluation/Midyear tracking

    21. Quality/Productivity/Improvement Initiatives

    22. Engagement Plans/Activities

    23. Updates on Engagement Strategy (ES) Tracker data

  6. It is recommended when the Department Manager (DM) reviews a Team Manager (TM) that you review a minimum of six EPFs; including a work leader, one team clerk/secretary (if one is assigned) and four telephone/paper assistors, Tax Examiners (TEs), or other applicable team employee. Also, try to review EPFs of employees with different levels of experience.

    Note:

    Generally, department managers schedule one or two team reviews a month.

  7. It is recommended that when the OP Chief reviews a DM, the OP Chief reviews at least half of all EPFs of those who directly report to the DM, plus samples of employees' EPFs from teams within that department.

    Note:

    A review of a DM may take about two weeks.

  8. Obtain assistance, as needed, on completing technical portions of the review such as the closed case reviews from the Quality or PAS/CPAS Units. Operations Managers may also obtain assistance from the P&A staff to assist with department reviews.

  9. Allow sufficient time for performing the review, writing the report, and providing feedback from the final report to the manager or director as appropriate.

    Note:

    The feedback should follow the critical elements (i.e., leadership, employee satisfaction, customer satisfaction, business results) and specify items reviewed. It should also follow the responsibilities outlined in the managerial performance plans (Leadership & Human Capital Management; Customer Service & Collaboration; and Program Management).

  10. Promptly document the operation review in a memorandum to the appropriate manager or department head. Include the following in the memorandum:

    • Summary of the observations (positive and negative)

    • Recommendations and action items

    • Follow-up dates

  11. Maintain a copy of the memorandum in the office files and one in the manager's EPF. Be sure to follow-up timely with the manager on action items. Document all follow-up actions.

Department, Operation or Front Line Manager

  1. The Operational Review should cover the following:

    1. Personnel management practices

    2. Workload management practices

    3. Administrative, security, safety practices

    4. Manager's organization

  2. Review personnel management practices of maintaining Employee Personnel Files (EPF), Drop files and Personal/Training files for the following:

    1. Critical Job Elements (CJEs) and Form 6774, Receipt of Critical Job Elements and Fair and Equitable Treatment of Taxpayers Retention Standard (annually)

    2. Seasonal agreements (if applicable) (annually)

    3. Training and OJT documentation

    4. Evaluative reviews, including content, scope and amounts (Front line manager) (monthly)

    5. Mid-year progress reviews (Front line manager) (annually)

    6. Performance reviews (Department manager)

    7. Operation reviews (Department and Operations manager)

    8. Evaluations (annually)

    9. Poor performance

    10. Awards

    11. Non-evaluative reviews and coaching

    12. Position management

    13. Leave administration

    14. Employee development

    15. Communication including team meetings

    16. Employee satisfaction

  3. Review Workload Management Practices for the following:

    Note:

    All reviews must be documented in writing.

    1. Quality of work performed in function (phones and paper)

    2. Acknowledgement and follow-up of Form 3210

    3. Timeliness of work performed in function (paper) (use the AAL)

    4. Expectations for phone functions

    5. Utilization of lead employee

  4. Review Administrative, Privacy, Security, and Safety Practices, including the following:

    1. Time reporting including timeliness of any needed IPR corrections

    2. UNAX Training and Certification completed and scheduled for all employees

      Note:

      Unauthorized Access (UNAX) is now administered by the Office of Privacy and Information Protection. For details, see IRM 10.5.5, Privacy and Information, IRS Unauthorized Access, Attempted Access or Inspection of Taxpayer Records (UNAX) Program Policy, Guidance and Requirements.

    3. Prevention of Sexual Harassment (POSH) completed or scheduled for all employees

    4. Release/Recall correctly updated

    5. Rules of Conduct meetings held

    6. Security reviews

    7. eWFM information input timely

    8. Correctness of TAPS information

  5. Review Manager's organization effectiveness:

    • Timeliness of controlled responses

    • Effectiveness of method for managing tasks or assignments

    • Completeness, thoroughness, timeliness of reviews, projects, etc.

QUALITY REVIEWS

  1. Quality Review is an integral part of the Quality Assurance Program within AM. Quality measurements are used to evaluate specific site performance in the Annual Performance Plan (APP).

  2. The Quality Review process provides a method to monitor, measure, and improve the quality of work throughout Accounts Management.

  3. Embedded Quality (EQ) is defined as the system that is used by AM for their Embedded Quality Review Program. It is a way of doing business that builds commitment and capability among all individuals to continually improve customer service, employee satisfaction, and business results. IRM 21.10, Quality Assurance, outlines additional information regarding the EQ process.

Measures

  1. The EQ process resulted in changes to the measurement of quality in Accounts Management. The AM Quality process is based on five measures:

    1. Professionalism:
      Promoting a positive image of the Service by using effective communication techniques.

    2. Customer Accuracy:
      Giving the correct answer with the correct resolution. "Correct" is measured based upon the customer receiving a correct response or resolution to the case or issue, and if appropriate, taking the necessary case actions or disposition to provide this response or resolution and does not take into consideration any additional IRS issues or procedures that do not directly impact the taxpayer's issue or case.

    3. Procedural Accuracy:
      Adhering to statutory/regulatory process requirements when making determinations on taxpayer accounts/cases.

    4. Regulatory Accuracy:
      Adhering to non-statutory/non-regulatory internal process requirements when making determinations on taxpayer accounts/cases.

    5. Timeliness:
      Resolving an issue in the most efficient manner through the use of proper workload management and time utilization techniques.

  2. The Customer Accuracy, Professionalism, and Timeliness measures are reported to the Commissioner as Quality measures. The Customer Accuracy measure is also reported externally to our stakeholders (Congress, GAO, etc.). The Regulatory Accuracy and Procedural Accuracy measures are internally reported process measures - reported to Site Directors and other levels of management along with the other three measures.

Assurance Components

  1. The EQ Improvement Plan (Quality Action Plan) is the road map used by the sites to ensure EQ objectives are met or exceeded. This plan outlines key actions in support of fiscal year EQ goals.

  2. Recommended Plan Content:

    • Distinct sections for each Specialized Product Review Group (SPRG)

    • Improvement actions based on specific (e.g., attributes and case types) Customer Accuracy trends

    • Employee engagement activities to foster accountability

    • Communication Strategy to share information on objectives and performance including improvement opportunities and related corrective actions

    • Periodic analysis of top accuracy drivers to determine specific causes

  3. Components of the Quality Review process include:

    • Centralized Quality Review System (CQRS)

    • Program Analysis System (PAS)

    • Centralized Program Analysis System (CPAS)

    • Site reviews for the national quality measure

    • Local reviews performed for quality improvement

  4. The National Review is a review of an entire product, measuring the quality of service to all of the product's customers. Data from national reviews is entered into the National Quality Review System (NQRS), then rolls up, and provides the results for the Balanced Measures. These results translate into the monthly quality ratings for Customer Accuracy, Professionalism, and Timeliness.

  5. Data from local reviews performed for quality improvement is entered into NQRS as a Local Review and is not rolled up into the national quality and accuracy rates.

  6. The Managerial Review process creates accountability by connecting employee evaluations to the quality measurement and calculation process. Managers will use this process for planning purposes, and to track employee performance and training needs.

  7. Data from the managerial reviews is entered into the Embedded Quality Review System (EQRS), which maps to an employee's critical job elements and aspects, then rolls up to identify overall employee, team, department and site scores in Accuracy, Professionalism, and Timeliness. It is not combined in any way with national or local quality and accuracy rates.

  8. Managers are encouraged to contact the local Quality Manager for help in creating Ad-hoc reports. The Quality Review centralized site located in Philadelphia provides Site Summary reports at the end of each filing season and fiscal year. These reports can assist in identifying employee strengths and weaknesses and identify trends and analysis to assist in meeting goals for the Application (APP).

    Reminder:

    For more information on Embedded Quality (EQ) refer to IRM 21.10.1, Embedded Quality (EQ) Program for Accounts Management, Compliance Services, Field Assistance, Tax Exempt/Government Entities, and Electronic Products and Services Support , and the EQ Home Page at: http://eq.web.irs.gov/.

Process

  1. Statistical sampling is the basis of the Quality Review process. Sample plans are designed on the laws of probability using mathematical procedures. The advantage of such techniques is their reliability, objectivity, and consistency. The quality review system uses systematic random sampling to verify the quality and productivity within Accounts Management without reviewing each piece of work.

  2. The quality reviewer reviews work following the sample plan. Results of the reviews are analyzed to identify trends and training needs and to establish accuracy, timeliness and professionalism measures. Reviewers must strictly follow sampling procedures to ensure valid accuracy rates.

  3. The quality reviewer must have an understanding of the following:

    • Operational definitions and criteria for casework

    • Consistent reviewing techniques

    • Equipment used in reviewing

    • How to record complete review results

    • How to report any problems to management, along with suggested solutions

Reports

  1. Monthly reports are produced from the NQRS system. These reports provide information on Customer Accuracy, Procedural Accuracy and Regulatory Accuracy, Timeliness and Professionalism. Sites may also produce ad-hoc reports for their site. Samples of issued reports are as follows:

    1. Weighted Report - A monthly report showing the accuracy rate, sample size, total volume and precision rate

    2. Unweighted Report - A daily real-time report showing the accuracy rate and sample size (does not include total volume or precision rate). All EQRS reports are unweighted.

Process Improvement (PI) Specialist Roles and Responsibilities

  1. A Process Improvement (PI) Specialist is on staff at all AM campuses. The PI Specialist reports to the PI Manager at each campus. The PI Manager reports to the campus P&A Chief.

    Note:

    PI Specialists and PI Managers are not on staff at the AM Remote sites. A Quality Assurance Coordinator (QAC) is on staff at these sites. See IRM 21.10.1.2.7.8, Accounts Management Local Quality Analyst/PAS/CPAS Analyst, for roles and responsibilities of the QAC at AM Remote site locations.

  2. The campus PI Specialist duties are to:

    1. Identify potential new processes and procedural changes that will improve work processes, quality and level of service for the taxpayers.

    2. Ensure feasible recommendations are presented to enhance procedural, policy, and systemic work practices.

    3. Recommend changes to provide consistency, enhance productivity and efficiency.

    4. Elevate improvement process recommendations to Process Improvement (PI) Manager and Process Improvement Customer Accuracy (PICA) Tax Analysts.

    5. Attend and assist with Training on improvement methods, including the Define, Measure, Analyze, Improve Control (DMAIC) process.

    6. Work with PICA to gather facts/data to justify procedural, systemic, and program changes to improve work practices, policies and procedures.

    7. Share sound recommendations with solid facts and figures to justify changes to appropriate stakeholders such as Process and Program Management (PPM); Identity Protection Strategy and Oversight (IPSO); and Return Integrity and Compliance Services (RICS) – i.e., Taxpayer Protection Program (TPP).

    8. Ensure approved recommendations are implemented in a timely manner.

    9. Identify and coordinate IRM procedures impacting quality (via PICA then to appropriate stakeholders such as PPM; IPSO and RICS - i.e., TPP).

    10. Lead cross-functional improvement discussions and teams at the site.

    11. Develop and share Monthly Quality Review Talking Points with the site Field Director, P&A Chief, Operations Managers, and Frontline Managers. Talking points should cover quality data, error trends, site actions to address defects, and other improvement actions. A courtesy copy of the talking points should be shared with your PICA Point of Contact (POC).

    12. Request action plans (from program owner) when appropriate.

    13. Participate in a least two (2) projects (per person) per year (HQ and/or campus) including working with PICA.

    14. Report project status monthly (weekly when appropriate) to PICA and appropriate stakeholders such as PPM while gathering information.

    15. Manage the improvement project when additional information must be gathered.

    16. Allocate your time appropriately:
      Use at least half of your time (during the year) providing "expert" assistance to Campus P&A staff and Operations Chiefs and the other half of your time (during the year) working with PICA.

    17. Perform review of CPAS/CQRS reviewer DCI coding within two day consistency timeframe to help reduce the number of incorrect defects being charged and the number of rebuttals being processed.

    18. Communicate results, recommendations and related improvement procedures to other sites.

    19. Conduct calibration and consistency analysis, when appropriate.

    20. Establish improvement team to address hot topics during the filing season.

    21. Identify local procedures, job aids, and check sheet and ensure they are approved by Headquarters and used by each site for consistency.

  3. PI Specialists are to ensure changes are based on the following quality principles:

    • Professionalism

    • Customer Accuracy

    • Procedural Accuracy

    • Regulatory Accuracy

    • Timeliness

  4. PI Specialists are to use the following reports when analyzing quality issues:

    • NQRS Weighted Reports
      Customer Accuracy Report

    • NQRS Unweighted Reports
      Customer Accuracy Driver Report
      Top Defect/Successes by Site Report
      Ad Hoc Reports

    • EQRS Reports
      EQRS / NQRS Comparison Report
      Ad Hoc Report

    • SLIM Report

    • ETD Report

  5. PI Specialists and QACs are responsible for the AM IRM Procedural Update/SERP Alert Filtering and Distribution process. For additional information regarding this process see IRM 21.10.1.2.8.1, AM IRM Procedural Update/SERP Alert Filtering and Distribution.

  6. PI Specialists and QACs are responsible for informing the Lead and Manager when the Lead provides bad advice to a CSR who is contacting the AM Lead Gate for assistance. See IRM 21.10.1.4.1.38, Sample Procedures for AM Lead Gate.

MANAGEMENT INFORMATION REPORTS

  1. This section provides the Accounts Management manager with abridged information on the many reports generated from various systems.

  2. Reports are prohibited from being used for evaluative purposes. Use reports to determine indicators of behavior, and the need for further monitoring and/or assistance. Reports can also be used to assist in determining when increased managerial involvement is warranted.

  3. The Managers Assessing Performance (MAP) tool provides a consolidated listing of numerous management information and real-time data reports available for monitoring performance. See IRM 1.4.16.5.6.3, Managers Assessing Performance (MAP), for additional information.

eWorkforce Management (eWFM) Reports

  1. The eWorkforce Management (eWFM) software is a comprehensive resource planning and workforce management application that provides automated tools to forecast, schedule, and track call center workload and staffing requirements.

  2. The major benefit of eWFM is to provide centralized scheduling of customer workload accessible by campuses/sites, AM headquarters, and JOC.

  3. Site management is responsible for the accuracy of information in the eWFM database. It is crucial that management ensure eWFM data is accurate and current for each employee. This involves general information contained in the employee records as well as scheduling information contained in trial and official schedules. Accurate eWFM data provides the site, directorate staff, and headquarters a clearer picture of how well AM will meet the forecasted customer workload.

  4. eWFM has two levels of security permissions:

    • Level One grants direct access to employee records, trial schedules and official schedules. It is generally set for the Telephone Systems staff.

    • Level Two grants direct access only to the official schedules. It is generally set for managers and clerks.

    Note:

    Site management will decide security level permissions for each eWFM user based on the user's assigned duties. Depending on the nature of the changes, updates to eWFM may be entered directly into eWFM or provided to the responsible party.

    Note:

    Management must provide the Telephone Systems staff with a list of planned training and meetings to determine the impact on meeting the customer workload.

  5. eWFM provides managers with many reports covering virtually all aspects of their call center operations.

  6. Most reports give managers flexibility in specifying what information to include and how they want it to appear.

  7. Managers can utilize reports to identify trends, review agent statistics and to ensure the accuracy of the eWFM scheduling data.

  8. Some recommended reports are:

    • Agent Productivity Report

    • Agent Check-in Report

    • Agent Schedule Report

    • Weekly Schedule Report

  9. The Agent Productivity contains two reports: the Agent Activity Report, which shows call statistics for calls handled; and, the Agent Availability Report, which shows adherence to schedule. Both reports are available the next business day and are printed daily to see calls handled statistics and to check employee adherence to schedule for the prior day.

  10. The Agent Check-in Report can be printed daily or weekly to show employees' schedules for day/week.

  11. The Agent Schedule Report shows daily staffing by half hour for each application for day and extended hours.

  12. The Weekly Schedule Report shows employees' schedules for the entire week, including scheduled times off the telephone.

  13. Additional eWFM resources and specific AM procedures are posted at:

    • http://joc.enterprise.irs.gov/ITS/TCWMS/

    • http://se.ds.irsnet.gov/sites/WI/CAS/AM/PMPA/Field/default.aspx

      Note:

      You must obtain permission to access the second web address listed above. This is a Share Point site in AM Headquarters.

  14. Please refer to IRM 1.4.21.3, eWFM, for more information.

Real Time Adherence (RTA)
  1. Real-Time Adherence (RTA) is a companion software to eWFM. It interfaces with the eWFM database and Automated Call Distributor (ACD) agent activity. The RTA tool assesses real-time schedule adherence at the agent level. Site management will use RTA to monitor employees' adherence to schedule and take appropriate actions when variances are noted. RTA is a view-only tool and schedule changes must be entered in eWFM.

  2. RTA uses visual alarms based on the user's set thresholds. The alarms fall into two main categories:

    • Activity - Alarms display the telephone state and duration the employee is currently in on the ACD. For example, AVAIL or ACD.

    • Schedule - Alarms display variances of the current telephone state as compared to the eWFM schedule. For example, ABSENT or ENDBRK LATE.

  3. RTA captures the visual alarms while the user is logged into RTA and stores the data on the user's computer for a set period (generally 7 days).

    Note:

    It is recommended a dedicated computer is running RTA for all employees during all hours of operation to capture alarms in case specific data is needed during times users were not logged in RTA.

  4. Users can run the RTA Alarm Summary report to view the stored activity and schedule alarms from the computer where this information is saved.

  5. The activity alarms report can be useful to analyze employees' telephone activity for a given call or day or to analyze patterns over several calls or days.

  6. The schedule alarms report can be useful to analyze schedule adherence for a given day or range of days.

  7. RTA also provides an Employee Detail module to give more details about a given employee. These include:

    • Employee Name

    • Team assignment

    • ACD agent group

    • Current and prior ACD state

    • Last sign on and sign off

    • Current eWFM schedule for prior, current, and next day

Aspect Reports

  1. Aspect Reports gives managers call activity statistics on a particular assistor/agent. Some reports are:

    • Aspect Agent Activity Report

    • Agent Detail Report

  2. The Aspect Agent Activity Report summarizes data for all agents over a specified period of time. Managers can see:

    • Number and average length of incoming/outgoing calls

    • Transfer by each agent

    • Time spent in messaging and voice mail

    • Percentage of time in Available, Idle, and Wrap-Up

  3. Use this report to analyze past and current performance indicators.

  4. Use a weekly report for a good indicator to identify trends.

  5. The Agent Detail Report gives the following information:

    1. Each call an agent received or placed

    2. When the call occurred

    3. How long the call lasted

    4. If the call was transferred

    5. Extension or trunk originating the call

    6. Time the assistor signed on and off the system

Work Planning and Control System (WP&C)

  1. The Work Planning and Control System (WP&C) is one of the major component systems contained within Integrated Management Planning Information System (IMPIS). It is not designed for daily production control or individual performance evaluation. Additional information regarding IMPIS is found in IRM 3.30.19, Production Control and Performance Reporting. A basic feature of the IMPIS system is to set out methods and management tools used for planning, scheduling, controlling, and measuring workloads and resources.

  2. The WP&C system generates the following four weekly performance and cost reports to assist in monitoring resources:

    • Managers Report

    • Program Analysis Report

    • Abstract Report

    • Employee Detail Report

  3. The Managers Report and the Program Analysis Report use a combination of schedule and actual production and time reporting data to monitor receipts; production volumes; inventory production rates; and staff hour usage. The Abstract Report and the Employee Detail Summary Report provide fiscal type data by organization. Additional information regarding these reports are outlined in the subsections below.

  4. An important part in the IMPIS / WP&C processing is the Organization Function Program (OFP) Code. This code is used to identify the:

    • Organization - where work is performed or hours expended

    • Function - the work action performed

    • Program(s) - to facilitate a pyramid concept of summarizing information.

  5. One of the driving forces behind the correct posting of performance data is the OFP code. Without correct and timely updates, the WP&C and other systems within IMPIS will not post, or will post incorrectly. The data for the WP&C system is received from various sources and includes the volume of work and hours spent for each OFP.

  6. The input source of the WP&C data is Form 3081, Employee Time Report. This form is completed by each employee and manager. Managers must ensure the accuracy of the data their employees report on Form 3081, and ensure this data is consistent with other reports, such as the Aspect Agent Utilization Report.

    Note:

    If data is incorrectly input in the Single Entry Time Reporting (SETR) system and posted to WP&C, complete Form 6489, IPR Adjustments, and submit to the Reports Unit. A correction to SETR must be made if the error involves an OFP for leave, for example, Annual Leave (AL), Sick Leave (SL), Leave Without Pay (LWOP), Credit Hours, etc.

  7. Detailed information on the OFP list structure can be found in IRM 3.30.20, Organization Function and Program (OFP) Codes. This IRM contains a list of all currently approved OFP Codes. It also contains specific steps necessary to change and/or modify existing codes and to request new codes.

  8. For additional information on the OFPs used in AM, refer to the AM OFP Time Reporting on the AM website (select Time Reporting) at: http://win.web.irs.gov/accountsmgmt/Tools.htm

Managers Report
  1. The Managers Report (PCC 6040) is designed to provide an evaluative tool for managers and analysts to monitor current program receipt patterns, production volumes and rates, inventories, and staff hour usage. This report compares scheduled or projected data with actual production.

  2. This report is generated weekly and provides weekly cumulative data. The "period" figures on the report represent information for the week ending date on the report. The "cum" figures represent the total of the weekly data from the beginning of the planning period up to the period ending date of the report.

  3. The Managers Report consists of two major sections:

    • Performance - This section includes data from the approved work schedules, various volume reports, and the actual staff hours taken from Form 3081.

    • Evaluation - This section provides analysis of the data presented in the Performance section of the report. It pinpoints and analyzes the differences between the schedule rate and hours. It also gives an indication of what the results will be if current conditions continue. The analysis of this information may be used to determine whether to alter existing conditions in order to change future results.

  4. The report data is provided in OFP sequence. Summaries are provided at program function and department level. For additional information on the OFPs used in AM, see the AM website for OFP Time Reporting (select "Time Reporting" )at:http://win.web.irs.gov/accountsmgmt/Tools.htm

  5. Additional information regarding the Managers Report can be found in IRM 3.30.19.2.6.2, Managers Report.

Program Analysis Report
  1. The Program Analysis Report (PCC 6240) is a weekly report which provides managers with an evaluative tool to manage their operations. It contains basically the same data elements as the Managers Report, but differs in that it is printed in Program, Organization, and Function code sequence.

  2. Additional information regarding the Program Analysis Report can be found in IRM 3.30.19.2.6.3, Program Analysis Report.

Abstract Report
  1. The Abstract Report (PCC 4640) is a weekly report used to track hours and costs by fiscal activity and employment category. Period and cumulative information is provided by Department for each week of the quarter.

  2. Four reports printed for each Department include:

    1. Permanent Employment Category—Hours and cost for all permanent employees within a management activity

    2. Seasonal Employment Category—Hours and cost of all seasonal employees within a management activity

    3. Management Activity Summary—Total of the Permanent and WAE / Seasonal Category hours within a management activity

      Example:

      The permanent hours of 75,083 added to the WAE hours of 78,386 equals the total hours of 153,469 for Management Activity 21.

    4. Operation Summary—Total hours in the Operation. This includes all management activities within the Operation.

      Example:

      Organization Code 31000 can be funded by Management Activity 38, 21 and 22.

  3. Other pages may be included in reports at site option by using the Temporary Category Code. This code is used to obtain a more detailed breakdown of the above categories.

    Example:

    The Temporary Career/Career-Conditional Category could be separated by new and returning WAEs.

  4. Additional information regarding the Abstract Report can be found in IRM 3.30.19.2.6.4, Abstract Report.

Employee Detail Summary Report
  1. The Employee Detail Summary Report (PCC 4240) is a weekly report which provides managers with data for tracking detailed employees between operations/departments and fiscal activities.

  2. The report is printed in organization sequence. A page is generated for period and cumulative data, as well as pages for campus summaries. Each page lists the hours and costs (regular and overtime) for employees (permanent and temporary) detailed "To" and "From" an organization by operation/department and Program Activity Code. This report is used to track hours and costs when employees charge hours (detail their time) either to a different operation/department or to OFPs with a different Program Activity Code (PAC) than their home organization and home PAC.

  3. Additional information regarding the Employee Detail Summary Report can be found in IRM 3.30.19.2.6.6, Employee Detail Summary Report.

Cum File Leveled Performance Report
  1. The Cum File Leveled Performance Report (PCA 0743) is a useful tool for front line managers. This shows the weekly Form 3081 data for each campus that carries a period (weekly) and cumulative (plan period) figure for each 5th digit organization.

  2. The following information is provided on the report:

    • Volume

    • Hours

    • Prod Rate

    • Documents Reviewed

    • Documents in Error

    • Error Rate

    Note:

    Performance adjustment corrections are not reflected in this report.

Accounts Management Inventory Reports (AMIR)
  1. Accounts Management Inventory Reports (AMIR) is a massive reporting effort that is substantially manual. Information from Case Control Activity System (CCA) inventory reports is keyed into Excel spreadsheets and rolled up by business analysts. The results are sent each Monday (via e-mail) to a central point where national reports are prepared for display on the Intranet.

  2. Reporting requirements are owned by the Headquarters Performance Tracking in JOC. The inventory data will be entered in each AM campus' AMIR in Excel format as provided by the National AMIR Coordinator. This data, which encompasses several organizational areas within the AM campus, is input based upon organizational code responsibility. Additional information on the AMIR can be found in IRM 3.30.124.6, Accounts Management Inventory Report (AMIR) -General.

  3. The AM inventories to be reported on the AMIR are found in IRM 3.30.124.6.1, Accounts Management Inventory Report (AMIR).

Account Management Services (AMS)

  1. Account Management Services (AMS) provides a common user interface that allows users to update taxpayer accounts, view history and comments from other systems and access a variety of case processing tools without leaving AMS.

  2. AMS functionalities include inventory management, next case delivery, nationwide history and follow-ups, immediate print capabilities to fax to taxpayer, generation of electronic referrals and inventory management.

  3. AMS provides several on-line forms for referring cases to other areas as prescribed by the IRM. The most commonly used form in AM for routing these cases is the on-line e-4442, Inquiry Referral.

  4. The AMS system provides AM managers with access to many reports. The AMS Reports tool allows the manager to generate pre-defined management reports based on data (e.g., e-4442 inventory) available in AMS such as Inventory Reports (e.g., e-4442, AMRH, Entity, and Statute); Case Reports such as the TIN Summary Reports; and Miscellaneous reports such as their Group Profile report.

  5. For additional information regarding AMS, refer to the AMS website at: http://ams.web.irs.gov/index.asp.

Control-D

  1. Control-D WebAccess (CTDWA) is Web Access software that allows viewing of reports electronically. Control-D reduces the print output currently being produced at the ten AM campuses and allows faster access and greater report management for users to their respective report files.

  2. The reports are made available to the users upon logging in to the Control-D WebAccess server. This action is necessary to ensure employees have access to the workload.

  3. To access Control-D, users must submit a Form 5081, Information System User Registration/Change Request, via On-Line (OL) 5081 at https://ol5081.enterprise.irs.gov/.

  4. The most common reports on Control-D used by AM are the Overage Inventory Listings/Reports, which are as follows:

    • CCA 4243, IDRS Automated Age Listing/Report

    • CCA 4242, IDRS Inventory Control Report

    • CCA 4244, IDRS Multiple Case Control Listing/Report

      Note:

      For additional information using the CCA 4243 and CCA 4244 for monitoring and reviews, see IRM 1.4.16.5.6, Monitoring the Automated Age Listing (AAL); IRM 1.4.16.5.6.1, CCA 4243 - IDRS Overage Report; and IRM 1.4.16.5.6.2, CCA 4244 - IDRS Multiple Case Report.

Integrated Data Retrieval System (IDRS) Reports

  1. IDRS produces varied reports for purposes of audit trail information, duplicate controls, overage cases, etc. Managers must know the purpose of these reports and the necessary action to take when received. The reports identified below are some, but not all of the reports generated from IDRS.

  2. Case Control Activity System (CCA) inventory reports (introduced above) are generated from IDRS. The following are the most common CCA inventory reports used by AM:

    • CCA 4243, IDRS Automated Age Listing/Report

    • CCA 4242, IDRS Inventory Control Report

    • CCA 4244, IDRS Multiple Case Control Listing/Report

      Note:

      For additional information using the CCA 4243 and CCA 4244 for monitoring and reviews, see IRM 1.4.16.5.6, Monitoring the Automated Age Listing (AAL).

  3. CCA 4243, IDRS Automated Age Listing/Report
    Generated weekly on the CTDWA, this report contains all cases controlled to an IDRS employee number. Each AM campus has the capability of generating an aged list by a specific category. For example, an analyst may want to have a report that lists all cases of 180 days old or a report that lists all taxpayer inquiries assigned to a specific unit/group/team. The CCA 4243 can be used to:

    • Identify the age of IDRS cases assigned to a unit or team at an AM campus

    • Identify specific cases for review

    • Monitor the size of the employee's inventory

    • Set overage closure expectations

    • Identify potential management problem cases

    Note:

    For additional information using the CCA 4243 and CCA 4244 for monitoring and reviews, see IRM 1.4.16.5.6, Monitoring the Automated Age Listing (AAL), and .IRM 1.4.16.5.6.1, CCA 4243 - IDRS Overage Report.

    Note:

    Also, additional information in the CCA 4243 report can be found in IRM 1.4.22.3.3, CCA 4243 - IDRS Overage Report.

  4. CCA 4242, IDRS Inventory Control Report
    This report is also generated weekly on the CTDWA. It summarizes inventory receipts, closures, and age by category. It identifies the controlled inventory in the entire operation by category. The CCA 4242 can be used to:

    • Identify the weekly receipts and closures under each category

    • Identify the number of cases aged upon receipt

    • Monitor the number of cases and age of inventory in each category to determine if resource changes required

    Note:

    Additional information in the CCA 4242 report can be found in IRM 1.4.22.3.2, CCA 4242 - IDRS Inventory Control Report.

  5. CCA 4244, IDRS Multiple Case Control Listing/Report
    This report is generated weekly in the CTDWA and identifies cases with an open control base on the same TIN by two or more employees. The CCA 4244 identifies the employee IDRS number, tax year, and category for the duplicate controls.

    Note:

    For additional information using the CCA 4243 and CCA 4244 for monitoring and reviews, see IRM 1.4.16.5.6, Monitoring the Automated Age Listing (AAL), and IRM 1.4.16.5.6.2, CCA 4244 - IDRS Multiple Case Report.

Enterprise Telephone Data (ETD) Warehouse

  1. The Enterprise Telephone Data (ETD) Warehouse is a web based data warehouse available on the Intranet at http://etd.ds.irsnet.gov/etd/. It is the official source for all data related to Toll-Free measures and indicators.

  2. ETD allows managers to pull data and create reports, charts or export to Excel.

  3. Use ETD to query for current and historical data regarding:

    • Call delivery

    • Demand

    • Business measures

EMPLOYEE AND BUILDING SECURITY RESPONSIBILITIES

  1. You must use the standard emergency closing procedures, as provided for all sites, for weather and other emergency situations, such as threats.

  2. Employees in AM follow threat and other emergency procedures outlined in IRM 21.1.3.10, Safety and Security Overview; and on the EMERGENCY website in SERP at:http://serp.enterprise.irs.gov/databases/irm.dr/current/emergency.htm .

  3. You must ensure employees follow the procedures for threats received on the telephone (e.g., bomb threats, suicide threats, or other threats). Any threat incidents received on the telephone will involve the telephone assistor pressing the EMERGENCY/Record Call button on the Aspect Teleset. This action records the conversation and alerts both the manager and the Systems Administrator (SA) (via the UCC-RTR) that an emergency exists at the telephone assistor's workstation. EMERGENCY/Record Call button procedures are outlined in:

    • IRM 21.1.3.10.3, Assault/Threat Incidents/Abusive Practitioners

    • IRM 21.1.3.10.7, Bomb Threats

    • IRM 21.1.3.12, Suicide Threats

  4. In addition to the procedures above, you must reserve at least one voice port on your phone for emergencies. Also, you must obtain the following information for tracing the call:

    • Name of Employee

    • Time received and length of call

  5. For applicable safety/security incidents, you will contact the Treasury Inspector General for Tax Administration (TIGTA)/Security. See the Threat/Assault Reporting on the Employee Resource Center (ERC) web page at:http://erc.web.irs.gov/default.asp?SEID=tabs (select the Security, Health, & Safety tab).

ENTERPRISE LEARNING MANAGEMENT SYSTEM (ELMS)

  1. The Enterprise Learning Management System (ELMS) is an automated training system found at: https://elms.web.irs.gov/. It allows the employee and manager to be directly engaged in planning, communicating, and coordinating training and development activities online.

  2. ELMS offers on-line courses, lists all scheduled classroom-training events, identifies assigned technical and mandatory (e.g., Mandatory Briefings) curriculum requirements, and tracks completion of assigned curriculum and online courses. In addition, it maintains employee learning and teaching histories, and it is the official system of record for IRS training.

  3. As a manager, you can monitor and view your employees' ELMS items and curricula. The alignment of your employees shown in ELMS is based on information provided weekly by HR Connect into ELMS. A Personnel Action Request (PAR) aligns employees under you as their manager.

    Note:

    The accuracy of this information is important because ELMS sends a system-generated e-mail to your employee and you, as the manager, regarding scheduled training for the employee.

  4. You can access helpful job aids for managers and employees on the ELMS website. For example, Document 12766-A, Enterprise Learning Management System (ELMS) Quick Start Guide for Managers.

MANAGING SEASONAL EMPLOYEES: RELEASE AND RECALL

  1. Seasonal employees work during high workload volume periods as specified in their seasonal employment agreement each year. A seasonal agreement, Form 8506, Seasonal Employment Agreement, must be signed annually by each seasonal employee and manager. All sites must ensure the language used in the agreements conforms to the HQ P&A guidance. See the Personnel Action Request Guide for additional information.

  2. The Form 8506 is filed in the employee's Employee Performance File (EPF) within the first week of employment or return to duty. The seasonal agreement outlines the stated work season for the employee and this season must be specific on the agreement, including the specific months.

  3. Seasonal Probationary periods are defined as one calendar year (12 months) beginning with the seasonal employee’s EOD. This is regardless of the amount of time worked during the 12 month period.

  4. Newly Hired Seasonal employees cannot be held accountable for their performance under their critical job elements (CJE) until on their performance plan for 60 days. Managers must provide all new hires their Performance Plans and CJE document as early as possible. When providing performance feedback to newly hired employees, during the first or second feedback sessions, discuss CJEs in detail to ensure the employees' understanding.

  5. Seasonal employees are subject to being periodically released from and recalled to work. All employees subject to release recall are ranked on a Release/Recall List and either released or recalled based on their position on this list. The actual determination of the release/recall roster will be made by the type of appointment, IRS Enter on Duty Date (EOD), and the employee possessing the skills needed.

  6. Managers should check SETR to make sure returning seasonal employees have time posted and should also remind returning seasonal employees to make sure their direct deposit information is still current. If not, changes should be made as soon as possible to ensure employees receive their pay timely.

  7. Managers should track/monitor promotions (salary grade increases) for seasonal employees to ensure promotions are processed timely.

  8. When releasing and recalling Seasonal Employees, Personnel Action Requests (PARs) must be input timely and appropriately. PARS must be submitted two weeks prior to the effective date to ensure timely processing. Effective dates are always the beginning of a pay period. Form 8506 must be signed annually by each seasonal employee and manager.

  9. Extending a seasonal employee in pay status is accomplished by use of Form 8506 or Form 8506-A, signed by both management and the employee, which includes the reason for extending the length of season. This agreement is voluntary on the part of the employee. They may choose to enter into non-pay status after their original seasonal employment agreement period is concluded, with no adverse action; but if work is available, this may affect any unemployment benefits.

  10. For additional information regarding seasonal employees in non-pay status or return to duty, see Form 14061, Responsibilities of Managers of Seasonal Employees, and Document 12686, Responsibilities of Seasonal Employees.

  11. Prepare appraisals using Form 6850, Bargaining Unit Performance Appraisal and Recognition Request. Refer to the 2016 National Agreement for information on resolving tie scores and for specific details regarding the release/recall process at: http://hco.web.irs.gov/lrer/negotiations/natagree/.

  12. Release/Recall must be accomplished in accordance with the 2016 National Agreement, Article 14, Release/Recall Procedures, in the National Agreement found at: http://hco.web.irs.gov/lrer/negotiations/natagree/.

MANAGING EMPLOYEES WITH DISABILITIES

  1. As a manager, you must ensure your employees with disabilities are equipped with the tools and accommodations to perform their jobs. There are procedures in place to assist you in accomplishing this task.

  2. If an employee with a disability needs an accommodation, you should contact the Reasonable Accommodation (RA) Coordinator in your area for assistance. RA Coordinators are located on the RA website at: http://1step4ra.web.irs.gov/downloads/RA_POC_Directory.doc. There is a seven-step process to a successful, Reasonable Accommodation:

    1. Initial Contact

    2. Interactive Process

    3. Making It Official

    4. Submit Request

    5. Accommodation is granted

    6. Extenuating Circumstances

    7. Closing Out the Request

  3. Additional information regarding reasonable accommodations can be found on the RA website, Reasonable Accommodations in the IRS - One Step AT A Time, at: http://1step4ra.web.irs.gov/.

  4. In addition, your employee may need assistance in accessibility-type issues, such as, ordering reference or training materials in alternative media. Your Local Accessibility Coordinator (LAC) serves as your main point of contact to assist managers and employees with disabilities in the day to day accessibility issues. The Local Accessibility Coordinators report to the Chief Accessibility Coordinator.

  5. The Office of the Chief Accessibility Coordinator (CAC) was established to assist Management with inquiries concerning accessibility; adaptive equipment/software compatibility and usability issues; reasonable accommodation concerns; and employees with disabilities performance issues to name a few. The CAC has program oversight for the Lions World Services for the Blind (LWSB) and the LAC program. The CAC works in close partnership with the Equal Employment Opportunity and Diversity (EEO D), Reasonable Accommodation (RA) Coordinators, Alternative Media Center (AMC), and Information Resources Accessibly Program (IRAP).

  6. ELMS Course 33788, Managing Employees with Disabilities, is available to all Managers and LACs via ELMS. This course offers a comprehensive overview of the various facets involved in supervising employees with disabilities such as disability etiquette guidelines, the reasonable accommodation process, hiring, and various resources available to all IRS managers. For additional information, visit the Accessibility website at:http://win.web.irs.gov/Accessibility_Office/AO/AO_home.htm

  7. Other useful resources regarding managing employees with disabilities include:

    • IRM 1.4.1, Management Roles and Responsibilities

    • IRM 1.4.20.24.1, Adaptive Equipment and Other Accommodations - IRAP Services

    • IRM 1.1.13.2.5.5, Accessibility Office

    • IRM 6.410.1, Learning and Education Policy

    • Document 11953, EEO and Diversity Manager's Toolkit, Wage and Investment Division (Rev. 6-2005)

  8. In addition, the following websites provide useful information regarding managing employees with disabilities:

    • Office of the Chief Accessibility Coordinator: http://win.web.irs.gov/Accessibility_Office/AO/AO_home.htm

    • Reasonable Accommodations in the IRS - One Step At A Time: http://1step4ra.web.irs.gov

    • Information Resource Accessibility Program (IRAP):http://irap.web.irs.gov/

    • Alternative Media Center (AMC): http://amc.enterprise.irs.gov/

    • W&I, Equity, Diversity, & Inclusion: http://win.web.irs.gov/edi.htm

    • Job Accommodation Network (JAN): http://www.jan.wvu.edu/

USEFUL WEBSITES

  1. The following websites are frequently used by AM managers:

    • W&I Accounts Management:http://win.web.irs.gov/accountsmgmt/accounts.htm

    • Organization, Function, and Program (OFP) Codes (select "Time Reporting" ):http://win.web.irs.gov/accountsmgmt/Tools.htm

    • AM Program Letter: http://win.web.irs.gov/accountsmgmt/amdocs/Strategic-Initiatives_Measures/Prgmltr.htm

    • Customer Service Agreement:http://win.web.irs.gov/accountsmgmt/Cust_svc_Agree/CSA.htm

    • Accounts Management Reports:http://joc.enterprise.irs.gov/joc_L/Paper/FY%202004/Web/CAS-cover.htm

    • Embedded Quality (EQ): http://eq.web.irs.gov/

    • Servicewide Electronic Research Program (SERP): http://serp.enterprise.irs.gov/

    • iManage: https://portal.ds.irsnet.gov/sites/iManage/SitePages/Home.aspx

      Note:

      Must be coded as a Manager in HR Connect to access this website.

    • New Manager Orientation Support Center:http://hco.web.irs.gov/apps/leads/nmo.html

    • National Treasury Employee Union (NTEU): http://hco.web.irs.gov/lrer/negagree/natagree/

    • Time and Attendance Quick Reference - Memphis Payroll Center Timekeeping Branch: http://core.publish.no.irs.gov/docs/pdf/d13086--2014-02-00.pdf

    • Managers Assessing Performance (MAP) Tool: https://portal.ds.irsnet.gov/sites/iManage/MAP/SitePages/Home.aspx

      Note:

      Must have permissions to access this tool. Access permissions to this tool follow HR Connect par actions and is available to all AM management officials. If a manager returns or moves to a non-management position, access to the MAP will be removed.

    • Labor Relations Contact Guide:http://hco.web.irs.gov/apps/staffdir/lrcontactguide.pdf

    • SETR Alerts and Payroll and Personnel Systems News:http://awss.web.irs.gov/ess/comm/publications/ppsnews/PPS_index.htm

Trunk Management Detail Report

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Agent Events Detail Report

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