It’s all about Optimising the Client Experience

Innovative People Solutions

CHT Presentation

“It’s all about Optimising

the Client Experience”

Agenda

30-9-2016 CallForce Presentation 2

Overview of Agenda

Agent and Customer Satisfaction

Overview of our Case Study

Key Elements to our Success

Check List for Optimising the Client Experience

Sharing Stories of Success

Q&A

Introduction

Agenda


My Background & Experience in Outsourced People Solutions

Started CallForce in 2000 with 2 staff

Grown to hundreds of internal staff over the

past 16 years

Focus on BPO service, flexible and permanent recruitment services in

the Contact Centre industry

Key differentiator in my business is PEOPLE

Selected as Endeavor Entrepreneur in 2005

Agenda


Overview of Agenda





Q&A


Introduction

30-9-2016 CallForce Annual Address 5

Organisations say that customers are their main focus yet they remain more focused on cost

Employee dissatisfaction leads to customer dissatisfaction and lack of profitability in the contact centre


Agents believe that they are undervalued by their companies

59.9%

26.9%

25.2%

27.4%

9.4%

27.9%

3.5%

8.5%

2.0%9.5%

Strongly Agree Agree Neither agree nor disagree Disagree Strongly Disagree

My role in the company I work for is important

The company I work for thinks I am important

85.1% of agents believe their role in the company is important

However, only 54.3%believe that the company they work for thinks their role is important


There are two very important aspects that a

customer expects of a call

Transactional Needs

What was the call outcome?

Was the call resolution to the clients satisfaction?

How accurate was the information?

Did the agent keep his or her promise?

Emotional Needs

How was the call handled?

Did the client feel important?

Was the client the centre of attention?

Was the client treated as an individual?

Was the client in control of the call?

Was the client valued?

Was the agent on the customer’s side?


The emotional needs of the customer are

also the emotional needs of the agent

The Customer Universe The Agent Universe

Does the client feel important?

Is the client the centre of attention?

Is the client treated as an individual?

Is the client in control of the call?

Is the client valued?

Is the agent on the customer’s side?

Does the agent feel important?

Is the agent the centre of attention?

Is the agent treated as an individual?

Is the agent in control of the call?

Is the agent valued?

Is the Contact Centre on the agent’s side?


Each department in the organisation has the opportunity to

see their contact centre agents as useful extensions of themselves

Importance of the agent’s role

Integration into overall business

strategy

Breaking down traditional barriers

Gold mine opportunity

Seen in this integrated fashion, the contact centre therefore becomes an integral part in the overall business strategy of the company


The interface between the customer and the company is directly impacted by the agent morale in the contact centre

Customer satisfaction begins with employee satisfaction

“Clients do not come first.

Employees come first.

If you take care of your employees,

they will take care of the clients”

Richard Branson

Agenda


Overview of Agenda





Q&A


Introduction


Our Case Study

“It’s all about Optimising the Client Experience”

Partnership


What makes ITutorGroup so Successful?


The CallForce Virtual Language Centre Operation

Across 12 different levels

Into 3 Asian Countries

Operating from 23:30 to

18:30 / 365 days per year

Deliver 45 minute training sessions

2 Centres in Johannesburg and Cape Town


Our Journey on this Project

Went live within 9 weeks on 6 August 2014

6 month Pilot successful

Long term contract

DTI incentive

Grown to over 300 Language Consultants


Service Levels Required

Student Rating – above 9/10 Complaints Index ratio of 1:125

Low Rating % - below 5% Compliments Index ratio of 1:10

Agenda


Overview of Agenda





Q&A


Introduction


There are five key elements to our success

SUCCESS

Att

ract

ing

Gro

win

g &

Dev

elo

pin

g

Ben

chm

arki

ng

& O

pti

mis

ing

Perf

orm

ance

Stro

ng

Lead

ersh

ip

Hig

h P

erfo

rman

ce C

ult

ure


To attract and retain agents in this high-turnover era we must meet their top 5 work-place needs

Work/LifeBalance

WorkplaceCulture

VariedJob Role

ManagementStyle

Training


Attracting and Retaining Top Talent

Broad Sourcing Strategy

Customised recruitment and assessment process

Strict measurement against criteria

Incorporate training into the selection process

“Where do you find Top Performers when they have never done this job before?”


Stage: 1 Stage: 4 Stage: 5Stage: 3Stage: 2

Coaching, mentoring and development

based on KPI’s

Ongoing consultation and

skills development

Induction & orientation –

focus on culture match

Growing and Developing our Team

Developed our own customised training material

“Probation Consultants achieve an average rating of 9.2”

4 week phased Incubation

Process


Analysis of MIS Reports Workforce Planning

Performance enhancement plans

Shift Management

Benchmarking & Optimising Performance


When agents were asked what they liked about their job, relationships with management feature strongly

Leadership is fundamental to our Success

“Open relationship with management.”

“Good relationship with colleagues and

managers.”

“Self management is encouraged.”

“Open Door Policy.”

“Management is very friendly.”


Creating a High Performance Culture

Maintaining Motivation

Through Recognition

Commissions and Incentives

Daily Compliment Feedback

Weekly performance feedback on ratings,

compliments etc

Management emails to acknowledge

exceptional performance

Performance competitions


Although our agents would love a monetary reward, they also consider recognition through career development

rewards as important

Invitation toa Boardroom

meeting

Invitation toadditionaltraining

Spend "aday in thelife" of anexecutivefrom yourcompany

Opportunityto attend abusiness

conference

Monetaryrewardslinked to

performance

Recognition- certificates

/ wall offame

First optionof choice of

shifts

Time off

22.0%

40.9%

53.8%45.4%

60.5%65.8%

37.7%

50.3%

44.0%

41.4%

34.9%

42.1%

34.1% 23.5%

33.9%

29.1%

14.8%

7.0%

9.1% 9.8%4.3%

8.0%

14.8%

15.1%19.2%

10.8%2.2% 2.7% 1.1% 2.7%

13.7%5.6%


Lack of recognition, lack of career opportunities, and poor leadership are within the top five key reasons why agents

leave sooner than expected

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

A B C D E F G H

68.4%

49.1%

45.0%

25.1%22.8%

18.1%17.5%15.2%

A The money is not enough

BLack of recognition and appreciation

CFeeling that this is a dead end job

DA lack of positive and supportive leadership

E Family responsibilities

FThe distance I must travel to work

GProblems caused by shift work

HPoor relationship with team leader/supervisor

(Agents were asked to choose the 3 most likely)

Agenda


Overview of Agenda





Q&A

Checklist for Optimising the Client Experience

Introduction


The Checklist to Optimising the Client Experience

Robust and integrated contact centre strategy

Effective communication and commitment to brand strategy

Acknowledge the role of the agent and value to client satisfaction and retention

Understanding what motivates staff through effective communication

Communicate to all staffAcknowledge in broader organisation communications

Communication forumsConstantly re-enforcementLink to performance management

Accurately measure customer service index linked to CSIPerformance awardsVariety in job functionIncreased responsibility

Actively listenConduct agent surveysHold agent forumsProvide feedbackTranslate into practical plans

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Reasons for attrition

Recognition of agent success

Investment in development of skills

Conduct exit interviewsAnalyse resultsConduct follow up exit interviewsFeedback to organisationDevise practical plans to address issues

Effective performance management modelPublic recognitionLink to rewards

Provide excellent trainingLink additional training to performance incentives

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Leadership approach

Lifestyle

Job security

Clearly define accepted leadership styleInvest in top leadership training particularly at Team Leader levelDo not tolerate unacceptable behavior – Collusion!Open and honest feedback to managers regarding leadershipPerformance management model to drive right behaviorLinked to performance incentives

Provide flexibility to staff and link to performanceCommunity approach

Performance = job securityCareer development planPermanency where appropriate Monthly salaries vs. weekly wages

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Recruitment strategy

Remuneration and benefits

ROI Model

Develop correct profile of staff suited to the culture and job functionRobust recruitment process to ensure accurate selection of staff

Offer market related remuneration Stepped salary scale based on performance and skills acquired / added responsibilities

Create model to motivate and substantiate investment

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Agenda


Overview of Agenda






Q&A


Introduction

Agenda



Effective implementation and consistent application is the real key to success

Creating a plan is essential and specific to each environment

Create think tanks with colleagues in the industry

Wealth of experience in the room

Share your experiences

Think about your own experiences within the workplace

Agenda


Agent satisfaction leads directly to customer satisfaction and overall contact centre success

Agent Universe = Customer Universe

CustomerSatisfaction

RevenueGrowth

Profitability

CustomerLoyalty

Satisfied Clients

SatisfiedAgents

InternalService Quality

Business

It’s all about Optimising the Client Experience