Call Center Operations Improvement Business Case - Sample Presentation h3d6
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Call Center Operations: Performance Improvement Business Case Presentation Sample Author: Chamil Hettiarachchi
Important Disclosure This presentation has been modified to contain a portion of the slides from its original version. This presentation shall not, in any manner whatsoever, be copied, distributed, or printed. It shall be used only for its intended purpose of demonstrating the skills of the author for a potential consultation opportunity.
Servicing Phone Calls 1. Where we are today 2. Where we need to be 3. How we will get there
Servicing Phone Calls 1. Where we are today 2. Where we need to be 3. How we will get there
Current Situation Service for Field and
for Home Office
Long wait times
Empowerment / ability
Calls abandoned
Incentive alignment
Multiple entry points
Understaffed
Inconsistent responses
Inadequate training
Not getting to right person
Underutilized technology
Lack of alignment between goals and WOW‟s desired strategic advantage of providing exceptional customer service
Where we are today
Where we need to be
How we will get there
Servicing Phone Calls 1. Where we are today 2. Where we need to be 3. How we will get there
Scorecard Metric Ease of Service Member Perspective
M1 M2 M3 M4 M5 M6
Service Satisfaction Satisfaction Metrics Ease of Scores
Field Perspective Associate knowledge Associate courtesy Providing Score
Associate knowledge Associate courtesy Providing sufficient information Promptness in responding to requests Keeping the informed TOTAL
Service Satisfaction Score
Where we are today
Ease of
Satisfaction Metrics sufficient information
Score
F1 Ease of 4.5 3.5 Promptness in responding to requests F2 Associate knowledge 3.2 4.2 courtesy 4.5 KeepingF3 theAssociate Field/Member informed 4.5 F4 Providing sufficient information 4.2 4.2 F5 Promptness in responding to requests 3.9 3.9 F6 Keeping the field reps informed 3.9 2.5 4.03 TOTAL 3.80
Member Perspective 76%
Where we need to be
Field Perspective
Service Satisfaction Score
How we will get there
81%
Scorecard Metric Excel at Service Processes Service Excellence Score Internal Efficiency Score
Where we are today
Service Level First Call Resolution Rate Call Abandon Rate
Average Handling Time Forecasting Efficiency Schedule Adherence
Where we need to be
How we will get there
Identify Strategic Advantage Poor
Service Excellence Score Internal Efficiency Score
Industry Average
Service Level80/20 40/20 60/20
Strategic Advantage
90/20
90/10
First Call Resolution Rate 47% of the and Call Rate 63% of Abandon the Field Reps expect higher levels of Customer Service from Average Handling XXXXXX than from other Time Measure companies in the industry
Performance Forecasting Efficiency Drive Towards
- Wiese Research -
Levels Schedule AdherenceStrategic
Advantage
Where we are today
Where we need to be
How we will get there
Daily CallMonitor CenterPerformance Dashboard Software View Correlations
Service Excellence Drivers
Service Excellence Vs. Internal Efficiency 100% 90%
Score
DoD
Service Level
70%
-5%
First Call Resolution Rate
30%
-10%
Abandon Rate
60%
5%
Internal Efficiency Drivers
Score
80%
Score
DoD
60%
Average Handle Time
80%
10%
50%
Forecasting Efficiency
90%
20%
Schedule Adherence Rate Average Occupancy
60%
-10%
70%
40% 1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
Service Internal Excellence
Date
20
21
22
Service Satisfaction Drivers (Home Office)
Internal External Efficiency
Customer Satisfaction Vs. Associate Satisfaction 100% 90%
Score
80% 70%
Score
DoD
Ease of
70%
5%
Associate knowledge
60%
10%
Associate courteousness
76%
5%
Providing sufficient information
70%
10%
Promptness in responding to requests
60%
-10%
Keeping the informed
70%
-10%
Associate Satisfaction
60%
Score
MoM
50% 40% 1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
Date Customer
By Department
By Level
Associate
Messages
Alerts
Change View
Information Access Level of Technical
70%
-5%
60%
-10%
Level of Training Provided Level of Stress
60%
5%
80%
10%
Daily Weekly Monthly Yearly WTD MTD YTD
Our Recommendations Phone Technology Use of Portal Desktop Hardware
Systems
Customer Service Process
Improvements as Strategic Staffing
Driver
Advantage
Job Design Training
Where we are today
Services
Where we need to be
How we will get there
Load Balancing - Current State Customer Center
Even USC with calls available routed capacity, to CCC calls abandoned
Incoming Calls
Available Capacity Capacity Full CSR
CSR
Underwriting Service Center Calls Queued
Call
Call Call Call Call Call Call
Call
Call
Capacity Full CSR
CSR
Help Desk
On Hold
AVAYA Server
Call
Call
Call
Call Capacity Full
Call CSR
CSR
Abandoned Calls Help Desk Call Abandoned
Where we are today
Cabinet Concierge Available Capacity CSR
Where we need to be
CSR
How we will get there
Load Balancing – Future State Customer Center
Call CSR
Routed to maintain Call CSR
Capacity service levelsFull (within 60 secs)
Underwriting Service Center Queued Calls
Call Call Call Call Call Call Call AVAYA Server
Call
WAHA Pilot Project Secure Connection
Multi-Skilled
Call Capacity Full
CSR
CSR
Routed within ave. On Hold abandon time Call Call (within 120 secs) CSR
Help Desk
All Skills
Capacity Full
Cabinet Concierge
Call Capacity Full Excess Capacity CSR
Multi-Skilled
CSR
Abandoned Calls
Where we are today
Reserve CSRs Or “Rovers”
Automatically routed based on skills and time (9AM – 2PM) Multi-Skilled
CSR
Where we need to be
How we will get there
Online Knowledge Base (OKB) Who Does What Associates FAQs Field Reps „Cheat Sheets‟ Manuals Training Material Product Information Access OKB viaSearch Portal Functionality Field Info Phase 1
Training, reference, policies, procedures, who does what
Where we are today
Insert Form Team Edited Management System (CMS) Learn Content Online Content Knowledge Edit, Consolidate, Standardize Data Base Set up Governance Structure Phase 2
Where we need to be
How we will get there
Original REMOVED
Phased Rollout Proposed Initiatives Group 1
Where we are today
2007
Group 2 2008
Where we need to be
How we will get there
Group 3 2009+
Servicing Phone Calls 1. Where we are today 2. Where we need to be 3. How we will get there
Remaining Section Deleted
Important Disclosure This presentation has been modified to contain a portion of the slides from its original version. This presentation shall not, in any manner whatsoever, be copied, distributed, or printed. It shall be used only for its intended purpose of demonstrating the skills of the author for a potential consultation opportunity.
Servicing Phone Calls 1. Where we are today 2. Where we need to be 3. How we will get there
Servicing Phone Calls 1. Where we are today 2. Where we need to be 3. How we will get there
Current Situation Service for Field and
for Home Office
Long wait times
Empowerment / ability
Calls abandoned
Incentive alignment
Multiple entry points
Understaffed
Inconsistent responses
Inadequate training
Not getting to right person
Underutilized technology
Lack of alignment between goals and WOW‟s desired strategic advantage of providing exceptional customer service
Where we are today
Where we need to be
How we will get there
Servicing Phone Calls 1. Where we are today 2. Where we need to be 3. How we will get there
Scorecard Metric Ease of Service Member Perspective
M1 M2 M3 M4 M5 M6
Service Satisfaction Satisfaction Metrics Ease of Scores
Field Perspective Associate knowledge Associate courtesy Providing Score
Associate knowledge Associate courtesy Providing sufficient information Promptness in responding to requests Keeping the informed TOTAL
Service Satisfaction Score
Where we are today
Ease of
Satisfaction Metrics sufficient information
Score
F1 Ease of 4.5 3.5 Promptness in responding to requests F2 Associate knowledge 3.2 4.2 courtesy 4.5 KeepingF3 theAssociate Field/Member informed 4.5 F4 Providing sufficient information 4.2 4.2 F5 Promptness in responding to requests 3.9 3.9 F6 Keeping the field reps informed 3.9 2.5 4.03 TOTAL 3.80
Member Perspective 76%
Where we need to be
Field Perspective
Service Satisfaction Score
How we will get there
81%
Scorecard Metric Excel at Service Processes Service Excellence Score Internal Efficiency Score
Where we are today
Service Level First Call Resolution Rate Call Abandon Rate
Average Handling Time Forecasting Efficiency Schedule Adherence
Where we need to be
How we will get there
Identify Strategic Advantage Poor
Service Excellence Score Internal Efficiency Score
Industry Average
Service Level80/20 40/20 60/20
Strategic Advantage
90/20
90/10
First Call Resolution Rate 47% of the and Call Rate 63% of Abandon the Field Reps expect higher levels of Customer Service from Average Handling XXXXXX than from other Time Measure companies in the industry
Performance Forecasting Efficiency Drive Towards
- Wiese Research -
Levels Schedule AdherenceStrategic
Advantage
Where we are today
Where we need to be
How we will get there
Daily CallMonitor CenterPerformance Dashboard Software View Correlations
Service Excellence Drivers
Service Excellence Vs. Internal Efficiency 100% 90%
Score
DoD
Service Level
70%
-5%
First Call Resolution Rate
30%
-10%
Abandon Rate
60%
5%
Internal Efficiency Drivers
Score
80%
Score
DoD
60%
Average Handle Time
80%
10%
50%
Forecasting Efficiency
90%
20%
Schedule Adherence Rate Average Occupancy
60%
-10%
70%
40% 1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
Service Internal Excellence
Date
20
21
22
Service Satisfaction Drivers (Home Office)
Internal External Efficiency
Customer Satisfaction Vs. Associate Satisfaction 100% 90%
Score
80% 70%
Score
DoD
Ease of
70%
5%
Associate knowledge
60%
10%
Associate courteousness
76%
5%
Providing sufficient information
70%
10%
Promptness in responding to requests
60%
-10%
Keeping the informed
70%
-10%
Associate Satisfaction
60%
Score
MoM
50% 40% 1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
Date Customer
By Department
By Level
Associate
Messages
Alerts
Change View
Information Access Level of Technical
70%
-5%
60%
-10%
Level of Training Provided Level of Stress
60%
5%
80%
10%
Daily Weekly Monthly Yearly WTD MTD YTD
Our Recommendations Phone Technology Use of Portal Desktop Hardware
Systems
Customer Service Process
Improvements as Strategic Staffing
Driver
Advantage
Job Design Training
Where we are today
Services
Where we need to be
How we will get there
Load Balancing - Current State Customer Center
Even USC with calls available routed capacity, to CCC calls abandoned
Incoming Calls
Available Capacity Capacity Full CSR
CSR
Underwriting Service Center Calls Queued
Call
Call Call Call Call Call Call
Call
Call
Capacity Full CSR
CSR
Help Desk
On Hold
AVAYA Server
Call
Call
Call
Call Capacity Full
Call CSR
CSR
Abandoned Calls Help Desk Call Abandoned
Where we are today
Cabinet Concierge Available Capacity CSR
Where we need to be
CSR
How we will get there
Load Balancing – Future State Customer Center
Call CSR
Routed to maintain Call CSR
Capacity service levelsFull (within 60 secs)
Underwriting Service Center Queued Calls
Call Call Call Call Call Call Call AVAYA Server
Call
WAHA Pilot Project Secure Connection
Multi-Skilled
Call Capacity Full
CSR
CSR
Routed within ave. On Hold abandon time Call Call (within 120 secs) CSR
Help Desk
All Skills
Capacity Full
Cabinet Concierge
Call Capacity Full Excess Capacity CSR
Multi-Skilled
CSR
Abandoned Calls
Where we are today
Reserve CSRs Or “Rovers”
Automatically routed based on skills and time (9AM – 2PM) Multi-Skilled
CSR
Where we need to be
How we will get there
Online Knowledge Base (OKB) Who Does What Associates FAQs Field Reps „Cheat Sheets‟ Manuals Training Material Product Information Access OKB viaSearch Portal Functionality Field Info Phase 1
Training, reference, policies, procedures, who does what
Where we are today
Insert Form Team Edited Management System (CMS) Learn Content Online Content Knowledge Edit, Consolidate, Standardize Data Base Set up Governance Structure Phase 2
Where we need to be
How we will get there
Original REMOVED
Phased Rollout Proposed Initiatives Group 1
Where we are today
2007
Group 2 2008
Where we need to be
How we will get there
Group 3 2009+
Servicing Phone Calls 1. Where we are today 2. Where we need to be 3. How we will get there
Remaining Section Deleted
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