DRAFT

Global Contact Centre Services
Implementation Guide

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Section Modified and
Revision Description
Initial Release

Date Modified
27 October 2014

Author
Carlos Pulido

Governance
Approver
Caroline Mansley
Marion McDonald
Karen Isaacs
Country GCC

Date

Internal use only – Proprietary and Confidential

Internal use only – Proprietary and Confidential .

.................................... To Be Process / Procedures..................................................................................................................................................................................................................................................... 6 4....................................... 5 3.......... Best Practices (Global Standard).............................................. 10 11...............................................................................2 As-Is Variances...........................................................................................................1 Definitions....................... 11 13...................... 10 9.. Adoption....1 Challenges............ Current State................................ Competitor analysis........................................................................................ 10 8...................Table of Contents 1....... 9 7.................................................................................................................................................................................................... Definitions and Acronyms.... Key Contacts................... 9 5..... Opportunities / Improvements................................................................................................ 10 10.......................................9 6.................................. 5 3................................ Learnings / Case Study...................................................................... 5 4......................2 Acronyms............................................. 4 2...................... 12 Internal use only – Proprietary and Confidential ..... Exceptions.. 4 3................ Forms / Templates for use..... Purpose........................................................................................................................................................................................... 6 4........................................................................................................... Scope............................ 11 12....

high-quality execution. It forms the basis for a common. This includes:   Driving commonality. It is applicable to all AIG Property Casualty Contact Centre Services organizations. efficiency. and quality while affording business flexibility Drive accountability for deliverables.1. Purpose This guideline formally documents the Contact Centre Services (CCS) Model used to support the implementation of Contact Centre services within AIG Global Contact Centres (GCC). consistency. Internal use only – Proprietary and Confidential . While it is directive in nature it also allows for situational dependent flexibility in executing the model where and however applicable. The objective is to ensure that the Global Contact Centre Services organization delivers consistent services that meet or exceed business needs. Scope The Contact Centre Services guideline is applicable whenever a process or function is identified to be introduced into any Global Contact Center. 2. and improve shareholder value. enhance AIG Contact Centre Services competitiveness. effective and transparent application of the Contact Centre Services Model as it can be delivered across key workstreams within the CCS function. and on-time performance at all organizational levels The scope of this guideline spans the entire Contact Centre Services function and the key areas where CCS supports GCC delivery partners to provide an integrated and consistent support model. simplification.

1 Definitions 3. Definitions and Acronyms 3.2 Acronyms GCC – Global Contact Centre CCS – Contact Centre Services GZ CC – Guangzhou Contact Centre TM – Talent Management CoE – Centre of Excellence Internal use only – Proprietary and Confidential .3.

4.2. Note that this is based on the managerial hierarchy in place as of this date. but the need for which was not anticipated prior to the performance cycle. The plan allows individual businesses / functions to provide low-cost methods of recognizing employees. As of October 31st. This ensures that locations across the company have a tool to recognize employee achievements consistently. in order to promote their development as well as the company’s continuous improvement.2 Current State These plans are developed and administered through partnership with Contact Center Leaders. recognize. 2014. and reward certain employee behaviors that are critical to the success of an individual unit. All recognition programs must adhere to the umbrella AIG Global Recognition Award Plan guidelines which include award criteria and award levels.1 Introduction to workstream Recognition Program: A global umbrella plan was developed to support local employee recognition programs around the world.1. Compensation and Human Resources. The Recognition Program seeks for distinguishing the outstanding employees among the SSC around the world. The purpose of AIG’s Global Recognition Program is to support programs that:   Encourage. there are a total of XX recognition plans across Global Contact Centers. 4. 4. Workstream – Recognition 4. and in a way that delivers reasonable awards.4.1 Recognition Objective To create a global recognition program that generates an organizational differentiation based on the development of a culture and sense of belonging among all the employees that supports the corporate strategic planning.1 Methodology Internal use only – Proprietary and Confidential . It is focused on reinforcing and developing culture and the accomplishment of the corporate strategic planning. or Reward an employee for completing pre-defined short-term performance objectives spanning less than one year.

Continuous improvement and Behaviors that reinforce the SSCs culture.2. Business Variables: Customized locally. which will be divided in behaviors that allow the employees growth and the development of an organizational standardized culture. Team members.1.2. Will consist of a certain number of variables.2 Culture: Consists in global culture competencies defined as: Customer service. Global Culture mobilizers • Customer Service • Team Members • Continues Improvement and Innovation • Behaviors that reinforce SSCs culture How do we recognize? • Manager recognizes outstanding situations with colored coupons monthly • Site Leaders will identify quarterly their top five role models according to the number of monthly coupons they received Impact Expected Internal use only – Proprietary and Confidential .1.The program includes 3 types of recognition: 4. 2 variables by area.1 Business: This consists in giving points for the accomplishment of the variables customized in each center. for example: • • • • Productivity Quality Customer Service metrics Project Implementation How we recognize? • Manager evaluation monthly • Points system based on business results • Accumulate points each month Impact Expected: Maximum 20% Prizes: • Public recognition • Points redemption • AIG products • L&D rewards • SSC global meeting 4.

• Maximum 20% monthly • Top 5 quarterly by location Prizes: • 1 Coupon = 1 Gift card • Role model = certificate. and consists in recognizing the 3 best teams for achieving an outstanding performance by Q. It’s a Business Program to recognize outstanding culture and business results.2. public recognition and 30 points quarterly • Global Role Model = Public recognition by location annually 4.3 • • Challenges Ensuring that programs are consistent with existing Shared Services programs. giving the same opportunities to all employees Internal use only – Proprietary and Confidential .3 Teams: This recognition piece will be developed every month. Global Competencies: • Process Improvement • Innovation • Exceptional Results • How do we recognize? • Managers nomination Senior Leadership Team review and validate all the nominations with the local leadership team • One team will be recognized quarterly Expected Impact • 1 Team per quarter by center • 1 winner team globally Prizes: • Certificate • Gift Cards • Public Recognition 4.1. • It covers 100% of the population. for that reason it needs to be customized according to the centers culture and specific business challenges.

independent contractors. the program’s impact will be evaluated and adjustments made if needed 4. To Be Process / Procedures  Compensation Procedure and Policy All employees are eligible to participate in the plan except for external contractors. Each program must state the award criteria.4 5. As-Is Variances Opportunities / Improvements 6. temporary workers.• A clear and continuous communication to engage the employees with the program is key to ensure the right experience for the employees • At the end of the year. The AIG Recognition Plan provides a lot of flexibility to business and functions allowing each group to tailor the program to their respective group. type of award and payout caps: Internal use only – Proprietary and Confidential . and independent agents.

sporting or other special event Dinner voucher at a restaurant Certificate. The maximum dollar value of Awards that a Participant can receive in a calendar year is $1. Best Practices (Global Standard) Recognition Program The most effective incentive plans generally have the following characteristics: Internal use only – Proprietary and Confidential . or other merchandise Cash A Participant can receive multiple cash and noncash recognition awards in a calendar year as long as the awards do not exceed the following Plan caps:    Recognition Global Policy  Recognition Global Process No single Award can exceed a maximum value of $250 USD gross.000 USD gross. plaque. golf/t-shirts. 7. or trophy Mugs.Item Details Examples include but not limited to: Award Criteria     Types of Awards Exemplifying certain role model behaviour Performing work outside the normal scope and responsibility – going above and beyond Completing certain short-term performance objectives Displaying exceptional internal or external customer service Examples include but not limited to:       Plan Caps Gift certificates or gift cards Tickets to a theatre. concert.

Note that this data represents US market practice. According to the 2014 Mercer Contact Center Survey.      Senior leadership support Employee involvement in ideas and improvements Fairness of awards in relation to peer group Aligned with the business challenges Aligned with the local culture and behaviors expected Clear communication as key piece 8. 12. Learnings / Case Study 16. See the Appendices for local market information. Adoption • • • • • • • • • Generate organizational differentiation Reinforce the Organizational Culture Create sense of belonging Engage the employees to be oriented to business outcomes Create a healthy competition across SSCs Optimize and reinforce career mobility Reinforce the team work across the organization Stand out the role models Development and performance of employees in the company 17. Most organizations with a Contact Center have implemented one or more Recognition Programs. Source: 2014 Mercer US Contact Center Survey (need to update with 2014 data) 13. The table below reports cash contests prizes versus non-cash contests prizes: 10. Market results may vary based on geography. 14. Competitor analysis 9. Exceptions Internal use only – Proprietary and Confidential . Incentive Plan Sales Positions Customer Blended Service Sales/Service Cash 9% 6% N/A Non-Cash 17% 13% N/A Combination of Both 74% 81% 11. 53% of Customer Service Contact Center staff are eligible for contest programs. 58% of organizations indicated that they offer contest programs to their sales Contact Center staff. 15.

18. Context.The program needs to be customized to the Contact Centers operations. taking into account the Business Challenges. Key Contacts   Compensation: Emile Chung Talent Management: Carlos Pulido Internal use only – Proprietary and Confidential . Culture defined as well as including the local business vision.

19. Forms / Templates for use Attach relevant forms or templates that can be utilized globally Internal use only – Proprietary and Confidential .