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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. How we will get there . Where we are today 2. Where we need to be 3.

Where we are today 2. How we will get there . Where we need to be 3.Servicing Phone Calls 1.

Current Situation Service for Field and Members Support for Home Office Long wait times Empowerment / accountability 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 .

Where we are today 2. Where we need to be 3.Servicing Phone Calls 1. How we will get there .

5 M4 Providing sufficient information 4.Scorecard Metric Ease of Service Ease of contact Member Perspective M1 M2 Service Satisfaction Satisfaction Metrics Ease of contact Scores Field Perspective Associate knowledge Associate courtesy Providing Score 3.2 M3 Associate courtesy Keeping 4.80 Member Perspective 76% Where we need to be TOTAL 4.9 F6 Keeping the field reps informed 3.9 M6 Keeping the members informed 2.2 F4 M5 Promptness in responding to requests 3.5 Service Satisfaction Score 4.2 F5 Promptness in responding to requests 3.5 3.03 Field Perspective Service Satisfaction Score How we will get there 81% .5 Providing sufficient information 4.5 F1 Score Ease of contact Promptness in responding F2 Associate knowledge to requests Associate knowledge 4.9 F3 TOTAL Where we are today Satisfaction Metrics sufficient information 3.2 courtesy theAssociate Field/Member informed 4.

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 .

Wiese Research Levels Schedule AdherenceStrategic Advantage Where we are today 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 Members and Call Abandon Rate 63% of the Field Reps expect higher levels of Customer Service from Average Handling XXXXXX than from other Time companies in the industry Measure Forecasting Efficiency Performance Drive Towards .

Daily CallMonitor CenterPerformance Dashboard Software Service Excellence Drivers View Correlations Score DoD Service Level 70% -5% First Call Resolution Rate 30% -10% Abandon Rate 60% 5% Internal Efficiency Drivers Service Excellence Score DoD Average Handle Time 80% 10% Forecasting Efficiency 90% 20% Average Occupancy Schedule Adherence Rate 60% -10% Service Satisfaction Drivers (Home Office) Internal Efficiency Score DoD Ease of contact 70% 5% Associate knowledge 60% 10% Associate courteousness 76% 5% Providing sufficient information 70% 10% Promptness in responding to requests 60% -10% Keeping the members informed 70% -10% Associate Satisfaction By Department By Level Messages Alerts Score MoM Information Access Level of Technical Support 70% -5% 60% -10% Level of Training Provided Level of Stress 60% 5% 80% 10% WTD MTD YTD Change View Daily Weekly Monthly Yearly .

Our Recommendations Phone Technology Use of Portal Desktop Hardware Support Systems Customer Service Process as Strategic Improvements Staffing Driver Advantage Job Design Training Where we are today Support Services Where we need to be How we will get there .

Current State Customer Contact Center Even USC with calls available routed capacity.Load Balancing . to CCC calls abandoned Incoming Calls Available Capacity Capacity Full Underwriting Service Center Calls Queued Call Call Call Capacity Full Call Call Call Call Call Call Call Call Help Desk On Hold AVAYA Server Call Call Capacity Full Call Abandoned Calls Help Desk Call Abandoned Where we are today Cabinet Concierge Available Capacity Where we need to be How we will get there .

On Hold abandon time Call Call (within 120 secs) Abandoned Calls Help Desk Capacity Full Cabinet Concierge Call Capacity Full Excess Capacity Where we are today Where we need to be Automatically routed based on skills and time (9AM – 2PM) How we will get there .Load Balancing – Future State Customer Contact Center Call Call Routed to maintain Reserve CSRs Or “Rovers” Capacity service levelsFull (within 60 secs) WAHA Pilot Project Secure Connection Underwriting Service Center Queued Calls Call Call Call Call Call Call Call AVAYA Server Call Call Capacity Full Routed within ave.

reference. policies. Consolidate. Standardize Data Knowledge Base Set up Governance Structure Phase 2 Where we need to be How we will get there Original REMOVED . procedures.Online Knowledge Base (OKB) Who Does What Associates FAQs Associates Field ‘Cheat Sheets’ FieldReps Reps Members User Manuals Members Training Material Product Information Access OKB viaSearch Portal Functionality Field Contact Info Phase 1 Training. who does what Where we are today Insert Form Team Edited Management System (CMS) Learn Content Online Content Edit.

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+ .

Where we are today 2.Servicing Phone Calls 1. Where we need to be 3. How we will get there .

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