Managing the Paradox Call Center Effectiveness Workshop

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1 Managing the Paradox Call Center Effectiveness Workshop

2 Introduction: Managing the call centre environment requires managers to continuously improve customer service, while at the same time endeavouring to reduce the cost of customer service delivery. Managing the Paradox Call Centre Effectiveness Workshop, is a 18 slide workshop that reveals several approaches that managers can use to approach this challenge. The approach suggests a fundamental People, Process and Systems approach of systematically addressing key areas of impact

3 Managing the Paradox Costs Down Customer Service UP

4 Call Center Involvement in the: Customer s Lifecycle Telemarketing Acquisition Fulfillment Service Credit/ Collections Retention Customer Surveys The Critical Commonalties ORGANIZATIONAL EFFECTIVENESS MANAGEMENT SYSTEMS/METRICS TECHNOLOGY

5 Typical Problem Areas Weak Macro-Process Design Work volumes exceed resource capacity Processes are not scaleable for growth Cycle times Suppliers / Customers / Inputs and Outputs not understood and not managed Agent Skills Agent Training Staff Retention No clear definition of what adds value & what does not add value Customer expectations are unclear Conversion Processes are not understood Do we know what to measure & why? Equipment failures

6 Typical Call Centre Issues Snapshot Technology People Procedure Equipment Facilities Systems Architecture Enablement Process Understanding Ownership Accountability Training Skills Turnover Duplication Approval Steps Conflicting Schedules Hand-over Sequencing Follow- through Environment Transition Chaos Communication Morale Competition Turnover Policy Lack of Training Skills Approvals Recognition Penalty Documentation Measurement No customer Feedback No goals No lost time / lost revenue No standards

7 Why are 40% of calls not answered in 16 sec People Variable C/S Skills Process Limited cross-group responsiveness No Performance Measures Not Enough People Limited follow-through No service consistency Mixed Responsibilities No cross Functional Skills Functional silos High Transfer Rate IVR navigation No cross group search No team accountability complexity Lotus Notes Limited control metrics No team roll-up Cumbersome No call management system Technology No consistency between functional groups for call roll times Metrics No follow through metrics Cause and Effect Diagram

8 Strategic Level Revenue Generation Understanding the Strategic Role Organisational Structure Capacity Planning Call Centre Effectiveness Leveraging Technology Investments Services Delivery Service Levels Cost Structure CARP Strategy Delivery Platform Profitability Analysis

9 People Cross Functionality Recruitment Strategy Employee Satisfaction Universal Agent Reward & Recognition Call Centre Effectiveness Attitudes & Behaviours Performance Management Coaching Retention Management Skills Training Strategy

10 Process Process Improvement Capacity Management Call Forecasting Graduated Customer Service Levels Call Centre Effectiveness Quality Process Communication BPR Root Cause Definition One Call Resolution Definition Customer Requirements Satisfaction

11 Systems Planning Systems Management Systems Metrics : Service / Quality Performance Management Call Centre Effectiveness Call Routing Methodologies Quality System Use of IVR / VRU Adjustment Policies Resource Scheduling Utilisation of Monitoring Techniques

12 Objectives : VOC Responding to the Voice of the Customer VOC Requirements Base line Goal Customer service agent skills Operating consistency Call Pick-up Speed Call length One - touch completion Transfers Service speed & quality Follow-through delivery Close the VOC GAPS

13 Examples of Actual Call Center Findings Operators Time Breakdown On Call After Call Work Waiting / Available Away From Phone

14 Examples of Actual Call Center Findings Supervisors Time Breakdown Direct Supervision Training Administration Manual Work Available

15 Typical Call Center Results Improve average answer speed by 10-15% Increase call volume forecasting to 95-97% accuracy Enhance operator scheduling methodology to reduce idle time by 20-30% Reduction of incoming call volume by 10-20% Reduce worker skill variances Improve individual performance management system

16 Actual Call Center Results (cont.) Calls Handled Per Hour 35% Improvement at Installation of New Process Weeks 1-26 Calls Handled Per Hour

17 Typical Call Center Results Improve employee morale / reduce turnover Supervisors trained and exhibit appropriate management skills to maintain departmental improvement Decrease abandon call rate by 10-50% Decrease abandon call rate by 10-50% Reduction of customer credits by 30-35% Increase call handled per hour by 25-35% Reduce cost per call by 25-50%

18 Carpedia Consulting (Pty) Ltd

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