Convergys Plan

8/14/2019 Convergys Plan

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Convergys Proprietary

2008 Convergys Corporation. All rights reserved. Confidential and Proprietary.

One Size Does Not Fit All -Using Science to Set Service Levels

December 10, 2008


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2 2008 Convergys Corporation. All rights reserved. Confidential and Proprietary.

The State of Service Levels

Michael R. Cholak , Vice President GlobalConsulting Services, Convergys Corporation

Stephen Loynd , Program Manager forContact Center Services Research for IDC

Steven Weston, Director of Global Consulting,Convergys Corporation

Speaker Biographies


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Trigger events

Consumer Stress

Currency Fluctuation

In-sourced Model under Stress

An Increasingly Multi-Polar World

Customer Care Services:

A Brief Market Overview

Economic Forces Influencing the mark et:


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Expansion of customer care related service providers

Includes not only providers of traditional labor-based services but alsoproviders that are leveraging new host-based service models

Both becoming or are expected to become significant providers of services and options for customers

Amid all this noise it is essential to understand and optimize the contactcenter and the customer experience

Find quality amid the quantity of options

Contact centers are data rich The challenge is making data actionable.

Market Trend: A Development of an Optimum Customer Experience Model

Why has it become so im portant?


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Actionable Analytics

What does it m ean?

Contact-Driven Optimization leveragesintelligence from customer contacts to improve the

overall customer experience and the overallbusiness effectiveness

How so?

Improves processes upstream from the contact center, unproductive callsdecreaseMeasures the effectiveness of an enterprise through the eyes of theCustomer

Vertically-focused metrics allow clients to benchmark against others intheir vertical.


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7/217 2008 Convergys Corporation. All rights reserved. Confidential and Proprietary.

New Industry Standard

Using Customer Feedback to Set Service Level

How much doestime in queue

impact the callexperience?

How w ouldchanging staffinglevels impact m y

customer ratings?

How can we optimizeservice levels to

balance labor costs,

custom er satisfactionand abandon rates?

Eliminate the guessw ork around customer experiencemanagem ent ask and answ er your tough questions.



What It Looks LikeWhere Science Meets Service

The Convergys approach is a scientific, data-dr iven set of calibration analysesused to explore optim al service levels.

C a

l i b r a

t i o n

A n a

l y s

i s

Speed of Answer

Voi ce of Customer

OverallSatisfaction

Abili ty to Provide Information

Knowledge and Competence

Professionalism and Courtesy

Time to Reach

Desire to Resolve

1

2

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5

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10

4 / 1 4 /8 4 / 15 4 / 22 5 /2 5 /9 5 /1 6 5 /2 3 6 /5 6 /1 2 6 /1 9 6 /2 6 7 / 5 7 / 1 2 7 /1 9 7 /2 6 8 / 2 8 /9 8 /1 6 8 /2 3 8 /3 0

O v e r a

l l T e c h

S u p p o r t

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

A v e r a g e

S p e e d o f

A n s w e r

( I n M i n u t e s

)

Overall TechASALinear (ASA)Linear (Overall Tech)

Strong RelationshipModerate RelationshipWeak relationship

(- ) Negative relationship

Key:

Technique involves merging post-transaction feedback data (i.e.,

customer survey) with service level data (i.e., speed of answer).



Best PracticeEnabling Calibration Analysis

Best practice requires both a valid survey as w ell asaccess to sw itch data.

Talk to th eright people

Get the rightsw itch data

Do the rightanalyses

Ask theright surveyquestions



The Challenge Example

Low Speed of Answer = High Customer Satisfaction

At tim es, there is only a very w eak correlation betw eenspeed of answ er and customer satisfaction scores.

Without measuring the voice of the customer, you may godown the wrong path to process improvement.

No change in

satisfaction



The Agen t

Analyzing the ExperienceWhats Really Important

Our data have show n that experience drivers vary.

Technical SkillsUnderstanding issueFamiliarity with solution

Access to resourcesLess important: Pausing during call

Emotional IntelligenceEmpathyListeningDesire to resolveLess important: Forced

personalization

The Process

Call HandlingHandle time targetsHold practicesTransfer/escalationLess important: Queue time

Policies & TreatmentsQuality assuranceCall routingTrainingLess important: Scope of support

The I ssue

Resolution1st time call vs. 2+ callsCustomer vs. centerresolutionLess Important: Who resolves



Satisfaction by Ser vice Lev el

0 sec 1-20 sec 21-60 sec 61+ sec

Speed of Answer (sec)

% of Respondents Queue Time Satisfaction Overall Satisfaction

Example 1 Air Carrier

Drivers other than queue time had greater impact onsatisfaction performance.

Despite a drop in queue time satisfaction, there is no change inoverall satisfaction indicating factors other than ASA drive scores.



Example 2Transportation Provider

Some call types are m ore sensitive to delays than others.Call Rea son 1



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4/1 4/8 4/15 4/22 5/2 5/9 5/16 5/23 6/5 6/12 6/19 6/26 7/5 7/12 7/19 7/26 8/2 8/9 8/16 8/23 8/30

O v e r a

l l T e c

h S u p p

o r t

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

A v e r a g e

S p e e

d o

f A n s w e r

( I n

M i n u

t e s

)

Overall TechASALinear (ASA)Linear (Overall Tech)

Example 3Technical Help Desk

Speed of answerincreases

No change insatisfaction

As speed of answ er parameters relaxed, there was nochange in satisfaction scores.



Company and market events can drive peaks and valleys

in call volumes which can be the root of decreasedsatisfaction not a missed service level

Customer records should be matched on a one-to-one basis,

if possible a challenge in many operational environments

Calibration, or sensitivity, analyses require data variability so for programs with very high performance, sensitivity willbe low

Monitor abandon rates as an additional data element asthey often increase with longer queue times.

Advanced ConsiderationsIts Not As Simple As It May Seem

When calibrating service level w ith customer feedback,several key factors must be considered.


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The Rules of EngagementEffectively (Re)Setting Service Level

Return onInvestment

The old rules n o longer apply.

Often, other factors are more important

Agent skills, issue resolution

The 80/20 Rule is no guaranteeKnow thy customer and market

Leverage sensitivity analysisScientific approach to staffing

Dont over-invest in staffingRe-setting service level targets requires an effectiveworkforce management strategy


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Operationalizing Service LevelsWorkforce Management Takes an Active Role

Workforce Management has multiple responsibilities related tochanging service level targets.

Determineappropriateservice leveltarget

Modify staffingand schedulingmodelparameters toreflect newgoals

Communicationof new goalsand staffingimpacts

Trackingimpact of service levelchange


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Operationalizing Service Levels

Full Time Equivalent (FTE) Requirements

80% in 20 80% in 30 80% in 45 80% in 60 80% in 90 80% in 120

Weekly Hours Required

Figures shown are based on weekly call volume of 687k and AHT of 343 seconds. Required hours were determined byErlang calculations. Actual results may vary based onspecific contact center environment and modeling should beperformed with simulation software if available.

Increasing service level targets decreases overall requirement. This exampleshows how changing the SL target corresponds with decreased numbers of

required hours.


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Operationalizing Service Levels

Blended Agents Reduce Overall Need

Service Agents1000 calls per hour

300 second AHT

Requires 90 FTE

Sales Agents700 calls per hour500 second AHT

Requires 106 FTE

Blended Agents1700 calls per hour

382 second AHTRequires 190 FTE

Tw o queues addressed separately require 196 FTE but if the tw oqueues are staffed by m ulti-skilled agents the overall requirement

is reduced to 1 90 FTE

+


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Michael R. Cholak , Vice President of Global

Consulting Services, Convergys [email protected]

Stephen Loynd , Program Manager forContact Center Services Research for IDC

[email protected]

Steven Weston, Director of Global ConsultingServices, Convergys Corporation

[email protected]

Q&A

Documents

Convergys Plan