1.4.18. Electronic Products and Services Support (EPSS) Managers Guide

(1) Perform the following duties daily:

1. Check voice mail – Check personal voicemail for important messages. This is important at the beginning of the shift when employees may call in if they are unable to come to work.

2. Check e-mail – Check e-mail throughout your shift. You may wish to set Microsoft Outlook to notify you when messages are received.

3. Attend conference calls – Because EPSS sites are in different locations around the country, conference calls are one of the primary means of communication. Attend calls promptly and submit agenda items when appropriate prior to the meeting.

4. Escalate program issues - Escalate program issues to the appropriate Operations Support (OS) analyst for research/resolution. Do not send technical program issues directly to an external analyst or to the Quality Team, EHSS Solutions Lead, etc., as this will delay the response.

5. Reply timely to items requiring a response – Items requiring a response may be received in meetings or more frequently by e-mail. Respond within the requested time frame, even if the response is "none," "NA," "no comment," or "negative."

6. Sign BEARS requests – Employees can request access to a system, have a profile unlocked, or a password reset through the Business Entitlement Access Request System (BEARS). When an employee makes a request, you will receive an e-mail notification. Signing these requests is a priority.

7. Maintain attendance roster – Attendance and leave usage will be recorded daily to help identify developing issues. When a leave issue problem is detected, counseling and documentation will be initiated.

8. Evaluative Review – Review and complete documentation for interactions and telephone calls for each employee. You may wish to complete some each day. See IRM 1.4.18.5.4.1, "Monitoring and Reviews".

9. Review and Share Centralized Quality Review System (CQRS) Defects – If you disagree with the defect charged, ensure your rebuttal is submitted to the Quality Team no later than ten business days from the date the call was reviewed by CQRS. If you agree with the defect, share the review with the employee. Refer to IRM 1.4.18.5.4.8, "Centralized Quality Review System (CQRS)".

10. Monitor Aceyus reports – Use this tool to manage lunches, breaks, confirm the number of assistors on the telephone, and reassign staffing as needed. Inform any obstacle to upper management and the operation's telephone system analyst that will prevent adherence to the telephone schedule. The operations telephone analyst will notify the program analyst if needed. See IRM 1.4.18.9.3.8, "Cisco Unified Intelligence Center (CUIC)".

11. Review Daily Aceyus Reports – Use these tools to identify and address areas of concern, such as extended or frequent idle periods and excessive wrap times. See IRM 1.4.18.10.2, "Infrastructure Update Project (Finesse/CTIOS/IPBlue Desktop application) Reports".

12. Monitor EHSS – Monitor EHSS for open Interactions/Incidents and new Contribute Knowledge Article requests. Ensure EHSS worklist and leads worklist items are being assigned timely and elevated issues are being resolved. Respond to escalation emails. Ensure Contribute Knowledge Articles are returned to the assistor when appropriate or submitted to the EHSS Solutions Lead (in EHSS) for consideration.

13. Counsel employees – Complete performance and conduct counseling as required. See IRM 1.4.18.5.3," Conduct Counseling", and IRM 1.4.18.5.4," Employee Performance".

14. Records Management – Ensure IRS records are appropriately managed, retained, and archived in accordance with IRM 1.55.6.19, "Records and Information Management", series for records retention and disposition requirements before documents can be destroyed. Refer to Document 12990, "Records Control Schedules" (RCS) for the National Archives and Records Administration (NARA) approved records disposition to prevent unauthorized/unlawful destruction of records. Refer to Document 12829, "General Records Schedules" (GRS), for the NARA issued disposal authorizations for temporary administrative records common to all Federal agencies.

(1) Perform the following duties weekly:

1. Review Forecast Staffing Requirements – Review the forecast upon receipt and daily, if necessary, to ensure adherence. Inform your department manager (DM) of any obstacles that will prevent you from meeting the schedule, such as scheduled meetings or training, or completing paper inventories.

2. Review Verint Inbox – Review the Verint inbox to ensure all employees appear in the list of team members and calls are populating for each employee.

3. SETR records - Managers are required to ensure that employees time is input correctly into Single Entry Time Reporting (SETR) and ensure employees time is charged to the correct Organization Function Program (OFP). Managers are responsible for validating their employees SETR Time and Attendance records. Changes that were signed by Close of Business (COB) Friday of each pay period must be entered, final validation, and SETR signed again no later than 10:00 a.m. Local Standard Time on Monday after the pay period has closed.

4. Perform Auto 2787 Overtime Reconciliation – Overtime, compensatory and holiday hours worked, must be requested, authorized and funds approved in advance. After the hours are worked, the Form 2787-A "Authorization and Report of Overtime Worked" is submitted to the appropriate managers for signature. The report must be input and completed no later than COB Tuesday following the end of the pay period. A separate report must be prepared for compensatory time worked. Be sure to use the correct authorization number for each report.

5. Aged Interactions/Incidents - Review aged case reports for closures or updates.

6. IDRS Online Reports Services (IORS) - Managers must access the Integrated Data Retrieval System (IDRS) Online Reports Services (IORS) system at https://iors.web.irs.gov/ on a weekly and monthly basis to perform required electronic security reviews for employees with access to the IDRS system.

7. Security Audit & Analysis System (SAAS) - The Security Audit and Analysis System (SAAS) implements a data warehousing solution to provide on-line analytical processing of audit trail data. The system enables IRS and Treasury Inspector General for Tax Administration (TIGTA) to detect potential unauthorized accesses to IRS systems and will provide analysis capabilities and reporting on data for all modernized and some current processing environment applications.

(1) Perform the following duties monthly:

1. Prepare annual evaluations – Annual ratings must be issued on a monthly basis between October and June. The due date is determined by the last digit of the employee's social security number (SSN). Develop a listing of all team employees based on their SSNs to ensure no employee is omitted.

2. Prepare progress reviews – All employees must receive at least one progress review, at least 60 days before the end of the rating cycle. See National Agreement, Article 12, Section 2K at https://irsgov.sharepoint.com/sites/EmployeeResources/SitePages/National-Agreement.aspx.

3. Consider employees for career ladder promotions – Employees in career ladder positions will be promoted in the first pay period after they become minimally eligible to be promoted and they are capable of satisfactorily performing at the next higher level. It is the manager's responsibility to track career ladder promotions and ensure personnel actions are completed timely. IRS Source has a link to a Career Ladder Promotion Calculator at https://irsgov.sharepoint.com/sites/EmployeeResources/SitePages/Pay5.aspx to help identify when the promotion is due. See National Agreement, Article 13, Section 8 at http://hco.web.irs.gov/lrer/negagree/natagree/index.html. The employee must be notified 60 days prior to the eligibility date of the career ladder promotion if the employee is not fully successful. A signed copy of the documentation will be placed in the Employee Performance File (EPF) or mailed to an employee in non-work status.

4. Create Weekly/Bi-Weekly Phone Schedules - Use the Forecast Staffing Requirements to create an employee phone schedule that incorporates phone, non-phone, meetings, training, breaks, and lunches.

(1) Perform the following duties periodically:

1. Correct personnel/payroll problems – Promptly address any employee concerns regarding personnel or payroll. Employees may initiate an inquiry themselves or contact you for assistance. Contacts (calls or online requests through Internal Revenue Workflow Optimization, Request, and Knowledge System (IRWorks) to the ERC will be diligently tracked. Provide detailed information on the service ticket to better assist the Human Resources technician who will respond to your inquiry.

2. Direct Travel – The Operation Support manager is responsible for directing travel, approving travel expense estimates, and the expenses incurred. Official travel must be consistent with the assignment and not for personal preference or convenience. Travel questions and concerns will be resolved prior to beginning a trip. See IRM 1.32.1, "IRS Local Travel Guide" and IRM 1.32.11," IRS City-to-City Travel Guide".

3. Submit Release/Recall schedules – The department management will coordinate Return-to-duty schedules in accordance with the 2022 National Agreement Article 14, Release/Recall Procedures. See https://irsgov.sharepoint.com/sites/EmployeeResources/SitePages/National-Agreement.aspx for additional information.

4. Request vacation schedules – Request vacation schedules quarterly from all employees, however, requests may be denied if approval would cause a severe workload interruption. See IRM 1.4.18.5.2.1," Leave Scheduling Process", and the National Agreement, Article 32, Section 3C at https://irsgov.sharepoint.com/sites/EmployeeResources/SitePages/National-Agreement.aspx for additional information.

5. Prepare for an operational review – Operational reviews can be conducted any time during the year. Ensure record keeping is up-to-date and employee’s EPFs and drop folders contain current documentation.

6. Prepare commitments and self-assessments – Prepare commitments at the beginning of the rating period. Keep a drop file of achievements. Prepare a self-assessment based on the Performance Management System's critical performance expectations for your mid-year and annual evaluations. Your manager will provide guidance as needed.

(1) Perform the following duties annually:

1. Conduct Critical Job Elements (CJEs) Meeting – Meet with employees annually to share your expectations. Communicating your expectations helps build trust with your workgroup and helps them work cooperatively with you and with one another. As the manager you will determine what the content of the meeting should be. Suggested topics include (not all inclusive): Critical Job Elements (CJEs), How to submit Leave Request, Time Reporting, Work Procedures, Important deadlines, Communication channel or Communication protocol, Ask what’s working and what should change, Solicit their ideas and let them know as the manager you value their opinions. A receipt for the expectations will be signed and placed in the employee's drop file, along with other conduct documentation. The National Treasury Employees Union (NTEU) will be notified of the meeting.

2. Assign employees to a performance plan – Provide employees with a copy of their performance plan, which includes the Retention Standard and Critical Job Elements (CJEs), annually. This can be shared during Expectation Meetings.

   Note: Employees must receive their CJEs within 30 days of their last annual rating.

   If you receive new employees this can be shared in an Expectations Meeting. Ensure Form 6774, "Receipt of Critical Job Elements and Fair and Equitable Treatment of Taxpayers Retention Standard", is signed and kept in the employee's EPF. Meet individually with leads to communicate additional expectations for them. Provide training on managerial duties so they can act for you in your absence. Performance related documents should be placed in the EPF per Employee Performance File Guide for Managers https://irssource.web.irs.gov/Lists/General%20News/DispItemForm.aspx?ID=907.

3. Conduct Mandatory Employee Briefings – The IRS uses online delivery tools and offers mandatory briefings for managers and employees. See National Agreement at https://irssource.web.irs.gov/Lists/General%20News/DispItemForm.aspx?ID=907.

• Ethics Overview for Service and Counsel Employees

• Facilities Management and Security Services Physical Security

• Information Systems Security Refresher

• No FEAR Act Briefing Refresher

• Privacy, Information Protection and Disclosure Refresher

• Records Management Awareness

• UNAX Awareness

• Risk Management Awareness

• RRA ‘98 Section 1204 (only if you’re a Section 1204 manager or employee)

• Uniformed Services Employment and Reemployment Rights Act (only for managers and designated employees)

(2) Telework - Managers and employees have equal responsibility for ensuring a successful telework agreement. Managers are responsible for understanding and following telework policies as outlined in IRM 6.800.2, Telework Program, including IRM 6.800.2.5, Preparing for Weather or Other Safety-Related Conditions, and National Agreement. Managers should:

• Know the rules for BU and NBU employees.

• Ensure all teleworking employees have a signed IRS Telework Agreement for Non-Bargaining Unit (NBU) (Form 11386-B) or IRS Telework Agreement for Bargaining Unit (BU) (Form 11386) prior to commencing telework.

• Review all Telework Agreements (excluding BU Ad Hoc) every year.

• Ensure employees report to their official Post of Duty (POD) (official duty station) at least twice per pay period. (This requirement may be excluded during emergency conditions, such as building closures due to weather, pandemic, etc.).

• Certify time and attendance of teleworking employees which includes the Telework Indicator in SETR and the number of telework hours routinely worked match the type of Telework (Frequent, Recurring, Ad Hoc) listed on the Telework Agreement.

Managers must refer to IRM 6.800.2, Telework Program and National Agreement, Article 50, Section 4 to obtain all telework guidelines, procedures, and manager’s responsibilities.

(1) Schedule employee vacations and other leave in such a way as to minimize the effect on the accomplishment of the work. When there are conflicts, grant preference to employees with the most service as determined by enter on duty (EOD) date. When it is anticipated call volumes will be greater than usual, use discretion when granting leave.

(2) Review and approve leave using either a yearly or quarterly calendar following these general guidelines:

1. If using a yearly calendar, request employees submit completed calendars no later than February 1st.

2. If using a quarterly calendar (January – March, April – June, July – September, October – December), request employees complete the quarterly calendar 60 days before the quarter begins. All leave will be approved/denied 30 days before the beginning of each quarter.

3. Consider atypical conditions on a case-by-case basis no matter which method is used.

4. Leave scheduling is done based on adherence.

(3) For additional policies on leave issues, the following resources are available:

• Office of Personnel Management (OPM) – Leave Home Page – https://www.opm.gov/policy-data-oversight/pay-leave/leave-administration/

• National Agreement – https://irsgov.sharepoint.com/sites/EmployeeResources/SitePages/National-Agreement.aspx

• IRM 6.630.1, "Absence and Leave "

(1) Leave usage will be monitored frequently. Counsel employees with leave issues as problems occur. Leave requests are approved or denied in accordance with the 2022 National Agreement.

(2) Take the following steps to address a leave problem:

1. Leave Reminders – After recognizing a problem exists, bring the problem to the employee's attention in an informal discussion. Use a memorandum to ensure the employee understands leave guidelines as noted in the 2022 National Agreement, articles 32 and 34. Encourage the employee to participate in developing a solution to the problem.

2. Memorandum for the Record – If satisfactory improvement is not made, counsel the employee again. Explain how the employee is not in compliance.

3. Leave Restrictions – If the problem continues, discuss the situation with your DM and contact your Labor Relations (LR) specialist for guidance. A "Leave Restriction" letter may be necessary.

   Reminder: Probationary employees are not issued Leave Restriction letters.

(3) Follow the direction of your manager and LR specialist regarding issuing any counseling memorandums.

(1) As a part of the IRS Performance Management System, supervisors must continuously monitor employees' progress against critical job elements, identify deficiencies, and initiate corrective actions. Observations must be documented throughout the performance period. This will aid you when completing the mandatory mid-year progress reviews and annual evaluations.

(2) Employee performance while on the phone has two components: reviewing the call audio and screens, if available, through Verint and capturing review documentation in an Embedded Quality Data Collection Instrument (DCI). Evaluating an employee's performance has two components: reviewing documentation made in appropriate systems (e.g., EHSS) and monitoring telephone calls on Verint. For additional information on the use of Verint see IRM 1.4.16.5.3.2," Contact Recording".

(3) EPSS managers conduct the following types of review:

• Telephone reviews

• Case (paper, e-mail) reviews

• IDRS (Security)

• Clerical reviews (Form 3210, "Acknowledgement and Follow-Up", mail receipt, distribution etc.)

• Non-evaluative reviews

(4) Telephone reviews, case reviews, and reviewing documentation are performed for the following reasons:

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

• To protect the rights of customers.

• To identify training needs.

(5) All reviews must be documented in writing and shared with the employee. 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 will determine whether the handle time is appropriate to the call reviewed, considering hold time, wrap time, and talk time. Calls will also be reviewed to assess professionalism. Always provide IRM references to assist with training needs and IRM clarification. When reviewing phone calls, Timeliness and Professionalism attributes are subjective; managers must consider the situation and complexity of the call when making determinations.

(6) 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 CJEs. Embedded Quality Review System DCI is used to identify the CJE for each action the employee addressed during the call. Provide examples of what the employee said and examples of what could have been said. See National Agreement Article 12 Section 12.

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

1. E-help and TSO Customer Service Section management will conduct a minimum of two telephone reviews per employee per month. If employees work paper (including e-mail, forms, correspondence etc.) managers will conduct one paper review per employee per month.

2. All managers will conduct monthly reviews on all employees and document the date their reviews were conducted.

   Note: Employees will not be reviewed on the same date each month.

3. If for some reason reviews cannot be conducted on an employee, an EPSS Review Waiver Memorandum must be approved by the Department Manager or Operations Chief and placed in the Employee's EPF. See Exhibit 1.4.18-1.

4. Retain and file review sheets in each employee's contact monitoring folder for operational reviews. Refer to Document 12990, "Records Control Schedules" (RCS) for records retention and disposition requirements in paper and electronic format.

(8) Evaluative telephone monitoring will focus on whether or not the assistor handled the call and documented the case according to IRM guidelines (e.g., provided sufficient detail in the description or used Knowledge Management to determine the correct solution). Review results must be linked directly to the employee's CJEs. Use the appropriate Specialized Product Review Group (SPRG), in EQRS to record results of a review.

(9) Time frames for sharing feedback are covered in the National Agreement, Article 12, Section 9. Evaluative recordation will be shared with the employee "within fifteen (15) workdays of the time the supervisor becomes aware, or should have been aware, of the event which it addresses." If the employee has provided incorrect information to a taxpayer, the Employer will inform the employee as soon as possible. See National Agreement, Article 12, Section 9, at https://irsgov.sharepoint.com/sites/EmployeeResources/SitePages/National-Agreement.aspx

(10) Evaluative reviews must be conducted by a manager or an individual in an official acting manager capacity. Leads may provide supplemental evaluative recordation; however, the manager must share the review with the employee. The lead must sign the documentation as the reviewer and the manager must concur with and sign the review prior to sharing with the employee.

(11) Obtain the employee's signature on the Embedded Quality Review System DCI. Allow the employee to make a copy and file the original copy in the employee's contact monitoring folder. When it is time for a progress review or the employee's annual appraisal utilize EQRS to compile data for a specific period. Refer to Document 12829, "General Records Schedules" (GRS) 1 for guidance on records retention and disposition of Employee Personnel Folders (EPF).

(1) Department/Operations 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) Managers must use the approved EQRS DCI for each applicable SPRG.

(3) Develop a method for recording the pertinent facts of the call. Ensure all information needed to determine if a call/case is correct or incorrect is captured.

(4) Conduct a minimum of three evaluative reviews per month (two phone and one paper) for each employee.

(5) Department/Operations managers 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.

(6) If for some reason reviews cannot be conducted on an employee, an EPSS Review Waiver Memorandum must be approved by the Department/Operation managers and placed in the Employee's EPF. See Exhibit 1.4.18-1 EPSS Review Waiver Memorandum.

(1) IRM 1.2.10.10, "Policy Statement 1-44", includes the use of monitoring employee telephone conversations for evaluative and training purposes.

(2) Telephone/Paper monitoring is an important review within the EPSS organization. When monitoring, managers can determine whether the employee:

• Addressed disclosure issues

• Treated the customer with respect, courtesy and fairness

• Followed EHSS procedures

• Resolved the call/case per IRM guidelines

• Provided an accurate answer

• Applied appropriate communication skills

(1) When problems are consistently identified during the monitoring/reviewing process, managers will determine the best course of action to correct the problems (e.g., On-the-Job Instruction(OJI), IRM review, on-line courses, etc.)

(2) Review results may reveal strengths and weaknesses of employees and identify the need for additional managerial monitoring to evaluate employee performance. Managerial monitoring must be performed independently from Product Reviews. Product Review results cannot be used to evaluate employees.

(3) Product Review data is used to identify trends, problem areas, and overall site quality.

(1) Sharing monitoring results is a two-way communication. The Employee Feedback Report or Verint Evaluation are available for this purpose and must be used. When sharing the review, managers must determine if the employee agrees with their assessment.

(2) Share results of phone monitoring within three workdays. If incorrect information is provided, the results must be shared as soon as possible. If you do not meet these time frames, (e.g., due to unexpected leave, etc.), notate the reason on the review sheet.

(3) Obtain the employee's acknowledgment on the designated form. Allow the employee to make a copy and file the original copy in the Employee's EPF. Sanitize all taxpayer data containing a SSN or name.

(4) Management may request to download a recorded contact. Requestors must clearly state the reason for download on Form 13817, "Request for Downloaded Contact". In general, requests for downloads are to retain the call for a period longer than the system retention period (60 days) or to provide a copy of the contact to another party, when necessary (TIGTA, Labor Relations, etc.). Download the call when the Employee disagrees over the content of the contact and the Manager and Employee cannot reach an agreement.

(1) Verint is a system that captures and stores incoming toll-free telephone contact with customers for the purpose of possible subsequent review; known as contact recording. It is used to perform required random reviews (performance and product) of incoming telephone contacts. Screen capture is provided for 10 percent of all calls. When screen capture is available, case research and actions taken in online systems are shown simultaneously with voice recording. The data is stored by employee Agent Number for a maximum of 60 days.

(2) Review the inbox for your team each week and ensure recorded calls for each employee are present. If calls for an employee actively taking calls are not present in the inbox, notify your Business Application Administrator (BAA) immediately. Choose the most current calls in your inbox for review. This ensures feedback is timely, especially when incorrect information was provided to a caller.

(3) Use the EQRS e-help/TSO Phone (SPRG) Data Collection Instrument (DCI) to prepare written recordation of all calls reviewed for evaluative purposes. The performance aspects in each tool are aligned with the employee's performance plan. After listening to the call, complete the DCI or Verint and enter any necessary remarks. During evaluative feedback sessions, employees will be able to review the entire conversation and see their on-screen actions.

(4) If the caller indicates they do not wish to be recorded, the assistor must disable the recording using the Verint Agent Monitoring icon on the start task bar and select Stop Monitoring to stop recording. These calls will not be evaluated. To ensure assistors are not abusing this feature to prevent their contacts from being recorded, managers can search Verint under the "Intelliquality" field by taking the following steps:

1. Under "Data Range" select the dates or the number of days to be searched.

2. Under the "Contact Data Section" go to the "StopOnDemand" box, and highlight StopOnDemand.

3. Under "Site," select the desired site.

4. Click on Search.

(5) Managers and reviewers requiring access to Verint must submit a BEARS request to access their site or the site they will be reviewing. The Business Application Administrator (BAA) in the site will approve the form and add the manager/reviewer to the Verint database. For the BAA to do this, an e-mail identifying the group number and members is necessary.

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

(2) At an employee's request, the manager will meet within two (2) business days to listen to and discuss a recorded call together.

(3) If the call could lead to adverse action (e.g., disclosure error) the employee may request NTEU representation; however, they must request and receive permission under IRC 6103 (b) (4) (A) to listen to calls.

(1) The Centralized Quality Review System (CQRS) staff performs product reviews (non-evaluative) on e-help and TSO telephones. Reviews address the five (5) quality measures:

• Customer Accuracy – Giving the correct answer with the correct resolution. "Correct" is measured by providing the customer a correct response or resolution to the case or issue, with the necessary case actions or case disposition taken. This measures accuracy from the "customer's point of view."

• Regulatory Accuracy – Adhering to statutory/regulatory process requirements when making a determination on taxpayer accounts/cases.

• Procedural Accuracy – Adhering to non-statutory/nonregulatory internal processing requirements when making a determination on taxpayer accounts/cases.

• Professionalism – Promoting a positive image of the Service by using effective communication techniques.

• Timeliness – Resolving an issue in the most efficient manner using proper workload management and time utilization techniques.

(2) CQRS reviews are performed using the Specialized Product Review Group (SPRG) for e-help Telephones or TSO Telephones.

1. Managers will receive a spreadsheet showing all reviews performed by CQRS. Managers who disagree with a defect will complete the attached rebuttal sheet and adhere to the due dates provided in the e-mail with the daily DCIs from Workforce Planning, Training and Quality (WPTQ). This will ensure rebuttals are forwarded to CQRS timely. More guidance regarding rebuttals to CQRS can be found in IRM 21.10.1.8.7, "CQRS Defect Rebuttal Procedures - Electronic Products and Services Support."

2. The manager will share the review with or without defects with the employee. When sharing reviews with employees it is a good idea to have the e-help Telephones or TSO Telephones Master Attribute Job Aid (MAJA) available.

(1) EPSS training requirements can be found on the EPSS Training SharePoint at https://irsgov.sharepoint.com/sites/WICASEpss-Train/SitePages/Home.aspx. Each site has a Training Coordinator who is required to complete the following:

1. Complete the site training plan by the date set by the WPTQ analyst.

2. Notify WPTQ analyst of any changes to the plan.

3. Verify all required courses are listed as completed in their employees’ training history on the Integrated Talent Management (ITM) system.

(2) The WPTQ Analyst will monitor the training schedule to completion.

(3) Managers are expected to provide timely training that an EPSS assistor will need to be proficient in their job.

(4) All front line managers must take all courses with employees. Attending the training on an annual basis will ensure you are proficient and will enable you to coach and monitor employees, handle elevated customer issues, and address problems that may develop.

(1) To provide support to electronic product users, the assistors use the following systems:

1. e-help Support System (EHSS) – The tool for customer interaction and ticketing.

2. Employee User Portal (EUP) – EUP is a Web hosting infrastructure. It supports an Intranet portal allowing IRS employees to access business applications and data (e.g., e-services, and Modernized e-file (MeF)). Employee's registration and authentication are required. The EUP communicates with backend application systems (modernization and legacy) via Application Message and Data Access Service (AMDAS). The EUP infrastructure is located on the IRS Intranet.

3. Filing Information Returns Electronically (FIRE) System - The FIRE system is the means by which transmitters can file information returns electronically with the IRS. Also, transmitters can file Form 8809, Application for Extension of Time to File Information Returns, through online fillable forms.

4. Information Returns Intake System (IRIS) - Issuers or transmitters may use IRIS to submit Form 1099 series information returns to the IRS. Filers can use the platform to create, upload, edit, and view information, and download completed copies of 1099 series forms for distribution and verification.

5. Infrastructure Update Project (Finesse/CTIOS/IPBlue Desktop application) Telephone System – The method of delivery for phone calls to EPSS functions.

6. Integrated Data Retrieval System (IDRS) – IDRS is Real Time processing that uses various command codes, and daily, weekly, and periodic support processing for various systems (e.g., Centralized Authorization File (CAF), Fact of Filing (FOF)).

7. Preparer Waiver Database (PWR) - PWR database is a data input system which stores the information contained on Form 8944, "Preparer e-file Hardship Waiver Request."

8. Tax Return Data Base (TRDB) – TRDB contains tax return source information for electronically filed tax returns. It also contains electronically filed tax forms. It is the legal repository for all electronically filed returns for Tax Year 1998 and beyond. Beginning with Tax Year 2002, it also contains transcribed portions of paper returns. Returns filed through the Modernized e-file (MeF) system may not show on TRDB and are accessed through EUP.

9. External Customer Data Store (ECDS) – ECDS is used to record and monitor the information about electronic return originators, transmitters, software developers, and Intermediate Service Providers, who have applied to participate in e-file.

10. Transmitter Control Database (TCB) – The TCB contains data for transmitters/payers of information returns filed electronically.

(2) TSO assistors use various menus on the IRP Home Page system.

(1) Managers will determine which roles the employee needs and ensure employees have the appropriate roles needed to perform the work on the e-help Desk:

(2) In addition to the above EUP roles, managers must ensure employees have the following appropriate roles:

(1) When changes are made to an existing product, the Policy Owner must notify the program analyst. If a substantial number of changes are made, a new e-help Solution Template may be required. Annual IRM updates can also result in necessary changes.

(2) OS analysts may contact the policy owner of the product or service supported by a solution for additional or updated information. Contact may also occur to gain the policy owners concurrence with changes.

(1) When a new product is added to EPSS, the Policy Owner will follow the procedures in the Customer Engagement Document and submit all necessary documents. See IRM 1.4.18.12.5," Customer Engagement" for more information.

(2) After new solutions are created, reviewed and approved, the Policy Owner will submit them to the Solutions lead.

(3) It is difficult to determine what types of calls will be received for new products; therefore, new solutions will be created as needed by following the procedures in IRM 3.42.7.10.1, "Contribute Knowledge".

(1) The manager provides a key role in maintaining the accuracy of the Finesse/CTIOS/IPBlue Desktop application database. Managers will remain in contact with their respective EPSS telephone systems analyst (SA) or headquarters telephone analyst (TA) for any changes needed

(2) E-help and TSO managers will communicate employee changes to the SA staff by updating the e-help TSO staff list. Submit changes to the SA staff using the "Employee Change Request" form located on the e-help Operation Share Point site. Complete all required fields. Complete optional fields for team moves, extension adds or deletes, and tour of duty (TOD) changes. Submit the form using the e-mail button located on the form.

(3) The site SA communicates the changes to JOC through the WPTQ analyst. Be sure to allow enough time for the SA to communicate this information to the JOC. The JOC time-lines are as follows:

• 1 - 5 Changes – Request completed within one (1) business day

• 5 - 25 Changes – Request completed within five (5) business days

• 25 - 100 Changes – Request completed within ten (10) business days

(1) Adherence is used to identify if the number of agents required by the e-help operation and TSO are available for the time periods specified in the schedule. It is also used to identify if the call site meets the overall telephone schedule provided to them. Adherence is measured by the number of ready assistors signed on to the Finesse/CTIOS/IPBlue Desktop application system, either taking a call or involved in the completion of a call. Assistors in IDLE status are not included when adherence is determined.

(2) Managers are responsible for ensuring the required number of assistors are signed on the telephones to meet adherence.

1. Assistors will sign on when their tour of duty (TOD) begins and remain signed on until their TOD ends.

2. Assistors temporarily away from their work areas are required to use the correct idle reason code.

   Exception:

   If ...	Then ...
   An employee is in an all-day training session	They will not sign on at all.
   An employee is assigned to non-phone duty at their workstations	Assistors will remain signed on to their assigned extension and use reason code 3.
   An employee is assigned to non-phone duties after signing on at the beginning of their TOD which will result in an absence from their workstation for remainder of their TOD	They will sign off the telephone.

(3) The telephone schedule allows the team manager to monitor and maintain team adherence. An individual schedule will be given to all assistors so they know when they are required to be on the telephones.

(4) Individual adherence impacts the entire enterprise adherence. Recognize employees with good adherence. Promptly address employees with adherence problems.

(5) When an employee is not meeting their assigned telephone schedule, take the following steps:

1. Remember to look at each situation individually

2. Address the problem directly with the employee

3. Use results of your personal observations to validate your assessment

4. Offer guidance in how to correct the problem

(6) If the problem continues, take these steps:

1. Prepare a written assessment of the problem

2. Describe exactly how the employee is failing to meet a specific CJE or conduct expectation

3. Refer to prior verbal discussions in the documentation

4. Offer guidance in how to correct the problem

(7) A determination to counsel verbally or with documentation will be made on a case-by-case basis. Factors to consider include whether or not the employee has displayed the behavior before and whether or not you observed the behavior. Failure to adhere to the schedule may be either a performance problem or a conduct problem. Contact your DM or LR specialist for guidance.

(1) Regardless of the type of equipment in your area, there is data to assist you in evaluating the service provided to customers and to determine the availability and efficiency of the telephone staff.

(2) Managers and systems analysts (SA) must determine if the staff is available as scheduled.

(3) Managers must ensure their employees are signed on to the telephone system and taking calls when scheduled. This improves level of service (LOS) and customer satisfaction.

(4) Level of Service can be affected by one or more issues, such as:

• Extended read and meet times

• Tardiness

• Leaving early

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

• Scheduled breaks not being followed

• Unauthorized breaks

• Extended breaks or lunch periods

• Unanticipated workload

(5) The SA must make daily real-time adjustments to the schedules based on the actual demand and actual staffing.

(6) Use the available resources to assist you in scheduling to meet peak staffing requirements.

(7) Use available data to assist in monitoring and analyzing efficiency. This includes

• Idle and Sign on Times

• Average Handle Time (AHT)

• Average Wrap Time

(1) Average Handle Time (AHT) impacts scheduling assumptions. Unnecessary talk time compromises program goals and increases the amount of abandoned calls. It could be an indicator additional training in conversation control is needed.

(2) Identify Assistors who may be using excessively long or short times in handling calls. Monitor a few of their calls to identify problems such as:

• Training deficiency

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

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

• Answering a large volume of unusually complex questions

• Failing to provide a complete or accurate response

(1) Wrap is used to complete a call after the customer has been released. Wrap will only be used to complete actions related to the previous call. As most systems are updated while on-line or on hold with the caller, use of wrap time will be minimal except in rare instances.

(2) Use wrap time or use reported wrap time to gauge if your staff is coping effectively in a telephone environment. This will assist you in determining the amount of time your staff is unavailable for calls.

(3) Possible reasons for high percentages of wrap time are:

1. Level of training

2. Extensive research for call backs

3. Excessive requirements in reporting call backs

4. Minor illness (e.g., headache) which caused the assistor to take short rest periods between calls

5. Excessive conversation among assistors

6. Excessive research

(1) "Idle" is a Finesse/CTIOS/IPBlue Desktop application status assistors must use when not in "Available" or "Wrap-Up" status.

(2) When assistors are not available for incoming calls (e.g., meetings, breaks, read time, lunch, part-day training), they will go into idle to indicate their status using the appropriate reason code in IRM 3.42.7.14.1.1, "Reason Codes for Idle".

(3) To ensure adherence, monitor employee statuses using the appropriate system.

(4) If an employee fails to properly use the idle reason codes, counsel them according to the guidelines in IRM 1.4.18.9.3.1,"Adherence".

(1) Consider the following when you schedule telephone assignments:

• Break/lunch schedules

• Leave schedules

• Training schedules

• Team meeting schedules

• Level of Service

(2) Attempt to assign an equal amount of telephone duty to each assistor.

(3) Remember although a schedule has been provided by the Systems Analyst, adjustments may need to be made during the day. TSA will notify you if you need to increase or reduce staffing based on call volume, unanticipated emergency at another site, or other issues that may arise affecting the Enterprise’s ability to adequately staff the telephones.

(1) Assistors are required to sign on to Finesse/CTIOS/IPBlue Desktop application at the beginning of their TOD and remain signed on until their TOD ends. While signed on to Finesse/CTIOS/IPBlue Desktop application, assistors will use the Idle Reason Codes found in IRM 3.42.7.14.1.1, "Reason Codes for Idle". Exceptions to the requirement to sign into Finesse/CTIOS/IPBlue Desktop application are as follows:

1. Assistors in all day training sessions will not sign on at all.

2. Assistors who attend training, meetings, or other situations, which will result in an absence from their workstation at the beginning of their TOD will not sign on until they are at their workstations.

3. Assistors who report to their workstation at the beginning of their TOD, but thereafter attend training, meetings or other situations resulting in an absence from their workstations until the end of their TOD, will sign off when they leave their workstation.

(2) Managers will allow assistors to sign off Finesse/CTIOS/IPBlue Desktop application up to 12 minutes (0.2 hours) prior to the end of their shift to conduct end-of-the-day activities including completion of SETR input, etc. Managers may approve more time on an as needed basis.

(3) On rare occasions, a call may go past an assistors TOD. If this happens, the assistor will notify their manager or lead immediately. The manager or lead will determine how best to handle the call and can offer Credit, Compensatory, or Overtime (if available) to the assistor as a resolution.

(1) Aceyus is a software program used to view reports from a server collecting call and non-call activity. Reports may show real-time or historical system data. Aceyus also supports the creation or modification of personal reports based on existing templates. You can work with Intelligent Contact Management (ICM) software reports directly from the browser on your PC.

(2) Aceyus stores multiple fields of information about every call transaction in its database. Aceyus also stores information about non-call events, such as agents remaining in the Idle state and logon times. Reports can include historical or real-time data. Historical data tells you about calls during a specific period. Real-time data tells you what agents are doing now; in other words, it is a snapshot of the current activity. Real-time data is typically updated in 15 second intervals.

(3) Reports may include printed tables and charts of call activity information on specific areas of the Call Distribution System. Reports can be used to monitor the telephone system, agent skill group performance and agent performance data.

(4) In Aceyus, the IRS.STND folder stores templates for reports that can be filtered, edited and grouped to present data for your customized personal reports. Views can be applied to your reports to present data with commonly used fields. Reports can be saved in your personal folders. Only you can view the reports in your Personal folder.

(5) Each Business Operating Division (BOD) has designated report writers who can develop new Aceyus Reports and schedule reports to be run upon the request of the site Telephone System Analyst (TSA).

(1) The success of the support provided by EPSS is largely dependent upon the commitment of the policy owner to provide quality service and customer satisfaction. The business must provide the following:

• Completed Form 13764, "EPSS Customer Engagement Request Form".

• Approved Memorandum of Understanding (MOU) outlining business, funding, and training agreements.

• Completed solution documents (also known as Knowledge Management (KM) articles) in electronic format within 60 days of EPSS support start date. Solutions must provide instructions on how to resolve customer issues. Policy Owners must approve all new solutions, and participate in the continuous solutions update process.

• Staff (a primary and a secondary contact) to work all Level 3 Incidents assigned to their respective business provider group.

  Note: All business analysts will be assigned to a Provider Group. Incidents requiring a business response will be assigned to this group. Analysts must login to EHSS daily to work any cases assigned. If the Incident remains open, EHSS will automatically send an e-mail to the analyst’s manager every two (2) hours until the case is assigned.

• Negotiated agreements with National Treasury Employees Union (NTEU) for any labor issues related to EPSS bargaining unit employees.

• EPSS clearance on all Unified Work Requests (UWR) related to products supported by the e-help Desk and TSO.

  Note: Program Management (PM) must review all UWRs and/or field changes for FIRE, Automated Magnetic Media Processing System (AMMPS), Information Return Project (IRP) Homepage, etc., prior to submission. The PM Analyst must be included in pre-coordination meetings.

(2) EPSS support includes the following:

• Business requirements consultation

• Professionally trained staff committed to timely resolution of customer issues

• Toll-free technical support number (e-help Desk 866-255-0654, Affordable Care Act (ACA) and Information Returns Intake System (IRIS) product line 866-937-4130, or TSO 866-455-7438)

• Technical support number for international callers (e-help Desk 512-416-7750 or TSO 304–263–8700)

• E-mail support, if appropriate

• EHSS training for policy owners (IRM 1.4.18.5.4.9, training)

• Weekly call volume and Interaction/Incident reporting (IRM 1.4.18.11, "EHSS Business Continuance and Disaster Recovery")

• Annual Filing Season Readiness Workshop

(3) Policy owners will contact EPSS headquarters analyst with all issues regarding product support. They should not go directly to the EPSS sites to initiate or change support. Information can be found under the EPSS Customer Engagement Request Form on the EPSS web site at https://irsgov.sharepoint.com/sites/TS/SitePages/Electronic-Products-&-Services-Support-(EPSS).aspx.

(1) A highly-trained workforce is an EPSS priority. As such, products will not be supported without appropriate training material. The training will cover system functionality and a review of the solutions will be added to the EHSS database for Interaction/Incident research and documentation. The Policy Owner (business) must provide:

• Formal training material during the project planning phase. Guidance for the development of training material may be obtained from Learning and Education or the EPSS Workforce Planning, Training, and Quality Section.

• Just-in-time classroom training for EPSS employees prior to product deployment. Logins and passwords will be provided as needed.

• On-site expert(s) for two to four weeks after the product "go-live" date.

• Annual filing season readiness updates and training material will be due at a time-frame agreed upon by WPTQ and the Operations. Requests for updates for course development will be sent from the Workforce Planning, Training, and Quality Section and/or the Technology Design and Support Center.

(1) Policy Owners may be required to provide funding reimbursement to EPSS for new products or services increasing e-help Desk/TSO support. Reimbursement amounts are calculated by the FTE expended to provide direct support, overhead, and training hours. Additional funding may be required for special reporting and programming.

(1) The average lead time for EPSS is six months for the following tasks:

• Telephone Scripting

• Solutions Development

• Technical Support Staffing Analysis

• Training Development and Delivery

(2) To begin this process take the following steps:

1. The policy owner will complete Form 13764," EPSS Customer Engagement Request Form", and send it to designated EPSS staff members.

2. EPSS will review the request and contact the business for a project planning meeting, usually within ten (10) business days. The meeting will serve as a forum to discuss help desk services, product details, resources, and expected delivery dates.

3. EPSS will develop a project plan detailing tasks to be completed prior to the support start date.

4. A MOU will be prepared which outlines the business, training, and funding agreements between EPSS and the Policy Owner. The MOU must be approved before the EPSS support start date.

(3) IRM 3.42.7," EPSS Help Desk Support", provides instructions for assistors at e-help Desk sites. Business analysts responsible for the product will also use this IRM for procedures.