Electronic Products and Services Support (EPSS) managers provide leadership and direction to employees responsible for inquiries received via telephone, correspondence (paper), electronic worklists, Live Chat assistance, and e-mail.

The following legal and regulatory authorities guide Electronic Products and Services Support (EPSS).

Designated roles are responsible for creating, updating, and maintaining documentation in coordination with other IRS entities. When changes occur, the party responsible must notify all impacted stakeholders to ensure a smooth transition for both internal and external parties.

All assignments executed in accordance with the Taxpayer Bill of Rights as listed in IRC 7803(a)(3).

The Director of EPSS is responsible for supporting customer-valued e-solutions for IRS electronic products and services.

EPSS Program Management is responsible for the policy and procedures contained in this IRM.

Team Managers are responsible for understanding the content of this IRM and to ensure the employees adhere to the procedures contained in the IRM. When updates are identified, they must review and approve prior to submission to the IRM author.

Managers manage work programs and ensure completed EPSS work, according to procedural guidelines contained in applicable IRMs.

Managers refer to guidelines outlined in other IRMs such as:

Managers are knowledgeable in the use of various tools/resources used by EPSS employees. Examples of these tools/resources include:

The IRS uses access control measures to provide protection from unauthorized alteration, loss, unavailability, or disclosure of information. Access control will follow the principle of least privilege and separation of duties. This IRM provides guidance for managing access to protected data and for reviewing adherence to data security and procedural guidelines.

Managers must review administrative, privacy, security, and safety practices according to the responsibilities outlined in this IRM in conjunction with other applicable IRMs and IRS guidance.

Acronyms identified in specific subsections of this IRM. See some of the most common or frequently used acronyms listed below.

An excellent resource for EPSS managers is the EPSS intranet.

The Human Capital Office (HCO) offers a wealth of managerial tools and information via their share point page (under Services/Support), found at: Human Capital Office (HCO)

Another excellent managerial tool is iManage, iManage Home page. iManage 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 a manager.

Another self-service resource is the Manager Advantage share point that all IRS Managers can access to obtain real-time HR guidance, solutions, and training.

EPSS employees have extensive knowledge of IRS electronic products. Some tasks performed in the position require a very specialized skill set.

EPSS escalation path for assistance is as follows:

EHSS is the primary tool for recording customer interaction and trouble-ticketing. With e-mail EPSS manager can track communication with customers, from arrival through resolution. The e-mail function provides intelligent routing, service-level management, and reporting, and allows for content analysis techniques and keyword searches to automate problem identification. EPSS is a full-service support network skilled in providing technical assistance to external customers who encounter problems using IRS electronic products.

Work in EPSS is often fast-paced and intense. Managers must continually be cognizant of the conduct and performance of permanent and returning seasonal employees, as well as the progress of any new hires. At the same time, managers must provide an acceptable level of service to customers and maintain an acceptable level of inventory.

Implement procedures timely so resources can be best utilized. Thus, it is critical that managers are alert to tasks that occur at regular intervals.

The following sections provide a breakdown of some of those tasks and the intervals at which they should be performed. Though not all inclusive, it serves as a quick reference guide to managerial duties. For detailed instructions, refer to other appropriate resource materials.

Managers must consider the enterprise workload and staffing needs by application prior to planning, scheduling, and approving annual leave.

Managers must balance the need to accomplish the work of the organization by accommodating employees who want to use leave.

It is important to address leave issues early and consistently. A leave problem results whenever an employee fails to meet or follow the manager's expectations regarding leave.

Most employees report to work on time, adhere to office rules, and have a positive attitude. Sometimes, however, there are exceptions. On these occasions, managers must take steps to address the problems.

The three rules for effective conduct counseling and documentation are to be fair, consistent, and specific. Address conduct issues immediately and document your counseling sessions.

Always make sure you provide the necessary details: who, what, where, when, why, and how. Make your documentation clear and concise.

To plan your counseling session, ask yourself the following questions:

The following steps may be helpful when counseling employees about their conduct:

Follow the directions of your DM or ER specialist regarding the issues below:

Forward employee counseling memos on conduct issues to your DM and ER specialist, when appropriate, for review prior to sharing them with employees.

Remember to provide employees with a "Pat-on-the-Back" when you observe positive conduct or performance.

As the leader of your workgroup, you are responsible for the development of your employees. Be clear, fair, and consistent with communication. What you say, or do not say, impacts your employees' performance, which in turn impacts business results. Ensure you provide consistent communication to your employees on their performance. Employees want and need to know how they are doing so they can learn and grow.

Conduct non-evaluative reviews for several reasons (e.g., to identify training needs, improve performance, etc.).

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

When implementing major procedural revisions, non-evaluative reviews can help managers determine if there is a need for additional procedural reviews, discussion during team meetings, or additional training.

Non-evaluative reviews can assist the manager and employee determine progress from training and coaching.

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

You can accomplish non-evaluative monitoring by utilizing periodic side-by-side reviews, when deemed appropriate, or requested by an employee. Apply this technique when circumstances merit an in-depth discussion for training purposes.

You may delegate this non-evaluative review to your technical lead or an On-the-Job Instructor (OJI). Periodically, delegate this non-evaluative review to an experienced assistor to foster an inclusive environment.

The intention of the certification plan is to provide EPSS Managers with a process to document their employees’ performance. Following the goals and objectives of the outlined plan below will provide consistency throughout the enterprise. As stated in IRM 1.4.18.4, Leadership; "Leadership involves coaching and mentoring your employees. As you identify opportunities for performance improvement, it is your role as a leader to assist employees in improving performance through coaching, mentoring, and providing timely feedback. As a leader at the IRS, you are to lead by using the balanced measures framework by considering customer satisfaction, employee satisfaction, and business results" .

After completion of Recruit Training, employees will receive an On-the-Job Instructor (OJI) Period which consists of the following:

During the OJI period, the coach must complete at least two OJI Phone Feedback Forms for each employee and provide them to the manager. These forms identifies training deficiencies and opportunities for improvement. The coach must share each form with the employee to provide feedback on progress.

After the completion of the OJI process, the manager and lead must review three calls (three calls = one attempt) for each assistor. The calls should be three different types of calls in Verint. Enter the reviews into EQRS as non-evaluative with a comment in the Remarks/Feedback section as Certification Process.

A successful certification is based on the following guidelines: the assistor works independently and achieves Customer Accuracy (100%, no errors), Regulatory Accuracy (100%, no errors), and Procedural Accuracy (85%).

If the assistor is unsuccessful after three attempts (a total of nine calls), the manager will develop a performance improvement plan (action plan) based on the manager’s assessment, training needs, and the employee’s feedback. If after 90 days the assistor is unsuccessful, the manager will contact the Department Manager to make them aware of the progress the assistor has made and provide any extenuating circumstances.

Future attempts to certify the assistor will now be evaluative in EQRS. Monitor the employees’ progress by observation, feedback, and EQ reports. Frequent meetings and written documentation are critical at this point in providing the employees with feedback on their performance.

After completion of inventory case training, employees will receive an OJI Period which will consist of:

During the OJI period, the coach will be available to help assistors while working cases. The number of cases will be contingent upon the program volumes. The cases worked during the OJI period will be 100% reviewed by coaches/leads.

Review each assistor’s cases, after the completion of inventory case training and OJI. The number of cases reviewed depends on workload volumes, but you will need to complete at least 10 reviews. The manager or lead will perform the review and complete the Email and Inventory Case Review Template. Managers will meet with the assistor to review the Email and Inventory Case Review Template and provide feedback.

A successful certification is based on these guidelines: the assistor works cases independently and achieves an 85% overall accuracy rate.

Unsuccessful Certification - If the assistor is unsuccessful after three attempts to certify, the manager will develop a performance improvement plan (action plan) based on the manager’s assessment, training needs, and the employees’ feedback. If after 90 days the assistor is unsuccessful, the manager will contact their Department Manager, make them aware of the progress the assistor has made and provide any extenuating circumstances.

Future attempts to certify the assistor will need to be evaluative in EQRS. Monitor the employees’ progress by observation, feedback, and EQ reports. Frequent face-to-face meetings and written documentation are critical at this point in providing the employees with feedback on their performance.

Phone/inventory case- contact ER for guidance on the proper procedures for corrective action concerning probationary and non-probationary employees. Managers should keep their Department Managers aware of the certification process and the progress of assistors.

The intention of the certification plan is to provide EPSS Managers with a process of documenting their employees’ performance. Following the goals and objectives of the outlined plan below will provide consistency throughout the enterprise. As stated in IRM 1.4.18.4, Leadership; leadership involves coaching and mentoring your employees. As you identify opportunities for performance improvement, it is your role as a leader to assist employees in improving performance through coaching, mentoring, and providing timely feedback. As a leader at the IRS, you are to lead using the balanced measures framework by considering customer satisfaction, employee satisfaction, and business results.

After completion of Recruit Training, employees will receive an On-the-Job Instructor (OJI) Period which consists of the following:

During the OJI period the coach will complete the minimum of two OJI Live Chat Feedback Forms for each employee and provide the completed forms to the manager, to identify training deficiencies and recognize opportunities for improvement. Share the OJI Live Chat Feedback Form with the employees to provide feedback on their progress.

At the completion of the OJI process, perform a review of three chats (three chats = one attempt) for each assistor and the manager/lead should perform reviews on three different types of chats in E-Gain. Enter the reviews into EQRS as non-evaluative with a comment in the Remarks/Feedback section as Certification Process.

A successful certification is based on the following guidelines: the assistor works independently and achieves Customer Accuracy (100%, no errors), Regulatory Accuracy (100%, no errors), and Procedural Accuracy (85%).

If the assistor is unsuccessful after three attempts (a total of nine chats) the manager will develop a performance improvement plan (action plan) based on the manager’s assessment, training needs, and the employee’s feedback. If after 90 days the assistor is unsuccessful, the manager will contact their department manager to make them aware of the progress the assistor has made and provide any extenuating circumstances.

Future attempts to certify the assistor will now be evaluative in EQRS. Monitor the employees’ progress by observation, feedback, and EQ reports. Frequent meetings and written documentation are critical at this point in providing the employees with feedback on their performance.

Operations Support Staff (analyst) conducting reviews will:

The review will address:

Compare the above practices to the following:

Prepare a schedule of planned reviews at the beginning of each fiscal year and no later than November first. Provide the schedule with the operations manager, or director, as appropriate.

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

When reviewing a Team Manager (TM) you review a minimum of six eEPFs- a technical lead, one team clerk/management and program assistant and four assistors, if applicable. Try to review eEPFs of employees with different levels of experience. Generally, Department Managers (DM) schedule one or two eEPF reviews a month.

When reviewing a DM, you review at least half of all eEPFs of those who directly report to the DM, plus samples of employees' eEPFs from teams within that department. A review of a DM may take about two weeks.

When completing technical portions of the review such as the closed case reviews, obtain assistance if needed. Operations managers may also obtain assistance from the Operation Support staff to assist with department reviews.

Allow enough time to perform the review, write the report, and share feedback from the final report to the manager or director as appropriate. The feedback will follow the responsibilities (i.e., leadership, employee satisfaction, customer satisfaction, business results) and specified items reviewed.

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

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

The Operational Review will cover the following:

Review personnel management practices of maintaining electronic Employee Personnel Files (eEPF), Drop files and Personal/Training files for the following items listed below:

Review Workload Management Practices for the following:

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

Review Manager's organization effectiveness:

Document all reviews in writing.

BEARS is an automated way to request access to Information Technology (IT) systems and applications. It provides faster access and automates the process of re-certification annually. To access BEARS, click on the BEARS link on the IRS intranet home page under Administrative Sites. View the Online User Guides. If you have questions, call the Help Desk at 866-743-5748.

Managers will ensure compliance with Federal Information Systems Management (FISMA) and IRS policy related to systems security and will ensure the timely removal of employees from IRS systems/applications when they no longer require access.

EPSS assistors use EHSS as a tool for customer interaction and ticketing. EHSS allows EPSS to develop a complete view of a customer’s contact history. EPSS policy requires to capture each contact with the customer in a new or existing Interaction/Incident. This policy is necessary for the following reasons:

Efficient customer service: Interactions/Incidents are as significant to contact management as audit trails are to tax case management. If resolutions are not successful, it would be inefficient to start over with the customer to resolve the issue. You must give attention to the way we handle each contact (i.e., opening and documenting the Interaction/Incident with the caller on the line versus entering the data after the caller has hung up). We must work toward increased efficiency.

Growth of electronic products: The implementation of e-services was the primary driver for the design of the e-help Desk. As e-services and e-file continue to grow, issue tracking will become increasingly important. Tracked duplicate issues or contacts made to the e-help Desk, are easy to resolve simultaneously because of the many products now available. For example: One customer can make separate contacts to resolve both an e-file issue and an e-services issue. Resolve both issues with the same contact when following up with the customer.

Documented history for e-services and other new products: New products, specifically e-services, depend solely on information created from Interactions/Incidents. Documented history for e-services do not exist as it does for e-file. Capture issues in an Interaction as customers call in with problems. The documented resolutions for the Interactions/Incidents are captured in the Knowledge Management database.

If there is an Interaction/Incident on your worklist, either work it or transfer it to a technical lead or an assistor.

Follow-up to ensure the worked Interaction/Incident

Once a week, you will receive the Weekly Aged Report. This allows you to ensure open cases worked. In addition, this will help you identify employees needing assistance with their assigned cases. See IRM 3.42.7.12.1, Reviewing the Worklist, for assistor instructions.

E-mail is an additional channel for communicating with the e-help Desk and TSO. There is a mailbox on EHSS, and an e-mail address provided to the following external customers, among others:

Employees in Stakeholder Partnerships, Education and Communication (SPEC) are internal users. They send e-mail inquiries on behalf of external customers.

TSO assistors utilize the e-mail function to resolve electronic filing questions and problems.

Customers will receive confirmation advising them on the receipt of their email by EPSS. They are looking for an acknowledgement e-mail containing an Interaction/Incident number within 30 minutes. A contact will also come within 48 hours regarding their issue or question.

Appointing members of the workgroup to be responsible for reviewing the worklist and working e-mail cases. Review the e-mail worklist at least every hour to ensure timely worked cases. Work cases resulting from e-mail within two hours of receipt.

See IRM 3.42.7.12.2, E-mail Function, for assistor instructions.

Records created within e-mail systems, which meet the criteria of a federal record, are subject to the same retention periods as the paper or hard-copy versions. Therefore, retain these records electronically according to the NARA-approved disposition authority or printed and associated with the appropriate record keeping system. Refer to IRM 1.15.6, Managing Electronic Records, for guidance on managing all e-mail records in an appropriate electronic system that supports records management and litigation requirements, including the capability to identify, retrieve, and retain the records for as long as needed.

The mission of the Change Control Board (CCB) is to review, plan, assess, prioritize, and disposition Change Requests (CRs) for the e-help Support System (EHSS). The CCB is a committee that reviews, approves, or rejects changes impacting policy, system, and processes initiated by EHSS stakeholders. The CCB includes representatives from the e-help Desk and Technical Services Operation (TSO).

Submit CRs to the CCB on Form 14507, EHSS Change Request, with adequate justification/documentation. The originator’s manager must review the request for accuracy, content, and completeness and complete the “Manager of Originator” section of the CR form. The manager will approve or disapprove the request. For a not approved CR, the manager will document the reason and return to the originator. For an approved CR, the manager will e-mail the completed CR to the CCB Coordinator and the Products and Services Support Manager.

The CCB will ascertain the benefits and impacts of proposed changes. The quorum of CCB members will vote to approve/disapprove the recommendation. The CCB Chairperson will sign the approved requests, while the CCB Coordinator will maintain them. Closing steps may include giving instructions, carrying out required actions, or forwarding recommendations to the appropriate functions.

EPSS is responsible for managing the content of the solutions database. For each of the products, the e-help Desk and TSO support, they have several associated solutions. Operations Support (OS) Analysts have ownership of solutions associated with their assigned programs. The OS analyst may coordinate new solution content with the Policy Owner.

Managers/leads must follow all guidance in IRM 3.42.7.10.1, Contribute Knowledge. It is critical to review Contribute Knowledge Articles, and return the request to the assistor, or submit to the Solutions Lead (in EHSS) for consideration in a timely manner.

To maintain the solution database, EPSS has established Solutions Subject Matter Experts (SMEs). TSO and E-help Operations Chiefs provide SMEs identified by specialized technical skills. Analysts can solicit SMEs for assistance with solution updates that contain significant program changes.

The Solutions lead is an analyst from the Program Management (PM) staff. The Solutions lead coordinates with Policy Owners to ensure products supported by EPSS have accurate and valid solutions in EHSS.

The responsibilities of the Solutions SMEs include:

The responsibilities of the Solutions lead include:

New or revised solutions are necessary for various reasons:

EPSS analyst with solution responsibility determines when an EPSS Communication associated with solution update is necessary. The analyst follows procedures found at the SERP EPSS Research Portal.

The system administrator/telephone analyst (SA / TA) is a valuable resource person regarding the features of the IUP system.

Managers must coordinate with their SA / TA on any activity limiting the site's ability to deliver its commitment to scheduled Automated Call Distributor (ACD).

The SA / TA assists on the following:

Supervisors use the Finesse / CTIOS / IPBlue Desktop TeleSet to perform the following tasks:

To monitor a call through Finesse / CTIOS / IPBlue Desktop application, sign on to your TeleSet and perform the following steps:

Manager monitoring. The manager must monitor available systems to see if an employee is scheduled on the phone but in an unavailable state (i.e., idle, long wrap, etc.) are on.

Side-by-side monitoring, also known as "double plugging," used to review telephone calls for training purposes. Also used to improve work processes or as coaching conducted as part of a performance improvement plan. It is an excellent introduction to the job for new assistors working with experienced employees. Side-by-side monitoring is non–evaluative and not formally documented. Delegated to leads or experienced assistors.

WPTQ staff analysts for e-help and TSO develop weekly call demand projections at an enterprise level during the Work Planning phase for the fiscal year. Adjust projections to allow for seasonal changes, as well as holidays and other factors affecting call demand. The telephone system analyst will use the following factors to segment work to the various sites. Required staffing for each site is determined by taking into consideration factors such as:

In generating staffing requirements for EPSS, the WPTQ analyst considers the requirements from an enterprise perspective. The adherence of each individual site to the schedule is important and impacts the performance of the e-help Desk Operation and TSO.

The system administrator/telephone analyst creates a projected forecast for each site. The projected site forecast is a half-hour tool which is a Microsoft Excel spreadsheet providing staffing requirements.

Management will use the half-hour forecast to create individual phone schedules for their employees. Assign the appropriate number of assistors to the telephones. Requirements for each half-hour do not consider scheduled off-phone activity (i.e., breaks, lunch, etc.).

Skill Groups are the skilled groups of assistors providing service to the customer. Applications are the services we provide. The JOC uses an Intelligent Call Router to distribute calls to appropriate skill groups (agent groups) to provide services (applications) to the customer.

The following reports are available in EHSS:

EHSS also provides a list of Dashboard Reports providing a real time look at the system. It allows the user to see an overview and the functionality to drill down to a particular Interaction or Incident. Below is a list of reports:

Managers will review each report to determine organization and team goals met. Determine reason aged cases are open for more than seven days. If there is no valid reason for the open case, managers will discuss it with the assistor. Instruct employees not to use any products marked "Inactive" on the product report.

Team managers use Finesse / CTIOS / IPBlue Desktop application activity reports to determine the status of telephone activity. There is an employee snapshot report weekly.

The EPSS telephone systems analysts (SA) runs these reports and automatically schedules them for delivery via e-mail or server. The analyst has the capability of running adhoc reports for various timelines or for a specific type of data. If you need an additional report, contact the analyst to have the data pulled from the Finesse / CTIOS / IPBlue Desktop application system.

Reports are a tool managers can use to identify areas where the team members excel (e.g., adherence, efficient talk time, and minimal use of wrap time) and areas needing improvement (e.g., adherence and improper use of idle reason codes, etc.). Use these reports as a diagnostic tool to support your personal observations.

All sites have standardized reports. The employee snapshot report includes the following reports.

Employees record Organization, Function, and Program (OFP) codes in SETR to identify work IRS employees perform daily.

OFP codes have various uses including the preparation of work plans and work schedules. For this reason, it is important that reported information is consistent and accurate. Managers can verify correct reporting by accessing SETR reports. Find a complete list of all OFP codes at OFP Codes, "Organization Function Program (OFP) Code" .

Managers must ensure employees use the correct code when working telephones, e-mail, paper, and call backs. These codes can be found in the TSO OFP Code Desk Guide, located on the EPSS SERP Research Portal, IRM 3.42.7-1, Organization, Function, and Program (OFP) Codes (Phones and e-mail), and IRM 3.42.7-2, e-help Organization, Function, and Program (OFP) Codes (Paper), and provide a breakdown of each codes' function, program, and title.

It is critical to communicate the importance of tracking and reporting time accurately. When making assignments, limit frequent program switching, whenever possible, to help employees record time accurately.

QuickAlerts is a free, online service disseminating mass "e-file" messages, within seconds, to all "subscribed" individual and business e-file software developers, transmitters, and authorized e-file providers.

Quick Alerts also provide e-file information to assist employees in their job performance and enhance the filing season.

There are four categories the assistor should subscribe to:

As a manager you will ensure all new employees subscribe to QuickAlerts and verify all returning seasonal employees still have a subscription.

EPSS Communications are to keep EPSS employees informed of the many policies and procedural changes impacting IRS electronic products such as:

To request an EPSS Communication, we send pertinent information to the designated EPSS Operations Support analyst with a courtesy copy to the back-up analyst. For example, send communication related to software testing to the program analyst assigned to that program.

To maintain quality and readability of communications, all originators, reviewers, and approvers of EPSS communications must follow the guidance in the "EPSS Communication Job Aid" located on the EPSS SERP Research Portal Resources - EPSS Research Portal.

Designated personnel (as outlined in the EPSS Communication Request Job Aid) will issue the communication from the *EPSS mailbox.

EPSS Communications distributed to EPSS employees only. A courtesy copy sent to Centralized Quality Review System (CQRS) for review purposes, and SERP for posting to the EPSS SERP Research Portal.

As a manager you will ensure to add all new employees to the appropriate EPSS email distribution list and remove employees leaving EPSS. E-mail requests to add or delete employees to the EPSS Operations Support management and program assistant.

You must protect Personally Identifiable Information (PII), as defined in IRM 10.5.1.2.3, Personally Identifiable Information (PII), and sensitive but unclassified (SBU) data, as defined in IRM 10.5.1.2.2, Sensitive But Unclassified (SBU) Data. This includes personal and tax information. See Personally Identifiable Information for a more detailed definition.

The protection of information is of vital concern to the IRS; make every effort to protect it. Ensure you and your employees review your electronic files and paper holdings for this type of information. Verify you have only PII in your possession you have a "need to know" .

You and your employees must follow proper procedures for safeguarding PII you have in your immediate possession. You must encrypt SBU data, including PII and tax information, whether in email or on computer hard drives or transferred to CD-ROMs, jump drives, or other portable media. The IT4U Icon on every IRS computer has step-by-step guidance on methods of Encryption. See IT4U.

Report lost or stolen laptop or other electronic devices within one hour to:

Managers are responsible for following and ensuring employees adhere to the Clean Desk Policy, as outlined in IRM 10.5.1.5.1., Clean Desk Policy. Managers must be continually alert and proactive in protecting Sensitive But Unclassified data (including PII and tax information). Managers must secure and lock all sensitive employee personnel taxpayer data in cabinets or drawers.

Find additional information on how to protect PII on the Disclosure and Privacy Knowledge Base Site Disclosure and Privacy Knowledge Base.

While EPSS supports external customers, its relationships with internal customers are also critical. Customer Engagement relates to how EPSS conducts business with these customers. Policy owners (i.e., organizations within the IRS and other government agencies) contact EPSS to support their products or programs. Use Form 13764, EPSS Customer Engagement Request Form, to initiate this process. This document serves as the basis for an initial meeting with EPSS to discuss the project and tailor support to meet the needs of the business organization.

Immediately take remittances found in the work area to the unit manager. The Manager/Coordinator will immediately record the remittance daily on Form 4287, Record of Discovered Remittances log.

See IRM 3.8.46, Discovered Remittance, for more information on handling Discovered Remittances.

A Job Aid/Desk Guide is a technical support tool designed to support a business need such as:

The originator of the job aid/desk guide must work with the analyst and program owner and complete the following actions:

Learning and Education (L&E) will incorporate approved job aids/desk guides into existing and new training material.