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Martin HandMartin Hand Vice President,
Reservations, Customer Care and Sales Resources
Creating a Great Place to Work Creating a Great Place to Work and a Great Place to Calland a Great Place to Call
2
Overview
Continental Profile
It’s All About Quality
Creative Staffing
Rewards & Recognition
Continental ProfileContinental Profile
4
State of the Airline - 1994
10 presidents in 10 yearsLast in all U.S. DOT metrics On-Time Performance, Bags, Customer
Complaints
Highest passenger avoidance ratingEmployees hated usStock was trading at less than $4On the way to 3rd bankruptcy
5
State of the Contact Center - 1994
50%-60% turnoverMandatory over-time for nine monthsAbandoned calls the norm65 evaluation form questionsAbsolutes and micromanagingNo customer voiceNo employee voice1:15 supervisor ratio“Robo-Res”
6
State of the Airline - 2006
$2.4 billion cash balance
Fortune Magazine’s “100 Best Companies to Work For” six consecutive years
Air Transport World’s “Airline of the Year” - 1996 & 2001
Training Magazine’s “Top 100 Training Organizations” 2001-2004
7
State of the Contact Centers - 2006
No mandatory overtime in nine years
13 evaluation form questions
Empowered workforce
Measure and reward the right things
Customer is the boss
Employee voice and inclusion
1:40 Supervisor ratio
8
State of the Contact Centers - 2006
Call Center of the Year 2003 Call Center Magazine
Top 10 CRM Implementations 2002 Aberdeen Group
Innovator of the Year 2003 Witness Systems
Service Elite Award for Quality Monitoring 2004
CRM Magazine
Call Center of Excellence 2004 BenchmarkPortal
9
Create a culturewhere employees
enjoy comingto work.
Larry KellnerLarry KellnerContinental Airlines Continental Airlines Chairman & CEOChairman & CEO
10
Shaping the Vision - The Go Forward PlanThe Go Forward Plan
Improve revenueand deliver a profit
Secure liquidityfor turnaround
Become an airlineof preference
Create environmentof dignity and respect
1995
2006Use our assets
to build for the future
Deliver an industry leading product that
is clean, safe and reliable
Help employees buildCareers they enjoy
every day
Above average returns in a
changed industry environment
Fly to Win
Fund theFuture
Make Reliabilitya Reality
WorkingTogether
11
Run Contact CentersLike A Business
Produce HighlySatisfied Customers
Help Employees BuildCareers They Enjoy
Every Day
Generate Revenue
Fly to Win
Fund theFuture
Make Reliabilitya Reality
WorkingTogether
Contact Centers’ - Go Forward PlanGo Forward Plan
12
Profile of Contact Centers
Three domestic and eight international contact centers
2.5K+ agent workstations
4.0K+ Reservations agents
50M+ calls annually Airline reservations Frequent flyer program Third party customers
13
Salt Lake City, Utah
658 agents
6:00AM - 12:00AM local
Functions General Sales (Domestic) International Sales Elite OnePass Partners Electronic Support Desk
14
Tampa, Florida
900 agents
24 X 7
Functions General Sales (Domestic) International Sales Elite Support Desk (Help) Flight Recovery Center Queues
15
North Houston Center, Houston, Texas
2,000 agents
24 X 7
76 special functions, including: General Sales (Domestic) International Sales Elite Support Desk (Help) Electronic Support Desk Customer Care OnePass Service Center Foreign Language Desk
16
•Mexico City, MX
•Monterrey, MX
•Sao Paulo, Brazil
•Mexico City, MX
•Monterrey, MX
•Sao Paulo, Brazil
•Brussels, Belgium
•Tel Aviv, Israel
•Brussels, Belgium
•Tel Aviv, Israel
•Guam
•Tokyo, Japan
•Hong Kong, China
•Guam
•Tokyo, Japan
•Hong Kong, China
17
Call Volume
Annual call volume 50+M
Average handle time 285 seconds
Average speed of answer 20 seconds
18
Automated Call Functions
Flight information
Continental Pass Line
InfoPass
eBalance
Annual call volume 7.3M
19
Staffing and Forecasting
Agent shift bids: three times per year
Seniority based
80% of staffing requirements are created centrally
97% occupancy
#1 average speed of answer in the airline industry
20
Profile of Contact Centers
Full time 50%
Part time 50%
Average seniority 12.2 years
Annual voluntary turnover (’06) 2.2%
Agents with perfect attendance 47%
21
Continental Philosophy
Hire the right people
Provide the best tools, training, technology and resources for successful employees
Communicate expectations
Measure and hold accountable
Reward and motivate
Provide ongoing coaching and training
Empower employees
Management - get out of the way!
22
Continental Culture
Create an organization where employees enjoycoming to work!
It’s All About QualityIt’s All About Quality
24
Critical Success Factors
Link CSR measurements toGo Forward Plan
Clearly understand contact center vision
Involve stakeholders in every step of the process
Listen to customers - internal and external
25
Key Result Areas
Customer Service
SalesContinental RevenueSales Effectiveness (PSE)Partner Revenue
ProductivityCalls per HourReliabilityAccountability
eCoach Quality Rating / Customer FeedbackAccuracy
26
QA Responsibilities
Quality Specialist Quality monitoring
Supervisor to agent ratio: 1:40 Additional monitoring Mentoring
Managers Quality checks
27
QA Responsibilities
QA Task Force Local consistency System program changes
Headquarters staff System quality checks Reports Overall trends System calibration
28
Quality Monitoring Frequency
New Hires Five calls / one coaching session weekly
Probation and below target CSRs 10 calls per month / two coaching sessions
On-target Five calls per month / one coaching session
Above-target Three calls per month / one coaching session
29
Recording Calls
Witness eQuality Balance captures voice and data
Four ways to capture calls Live monitor Randomizer Scheduler (all calls during block of time) Agent Initiated Monitoring (AIM)
30
Customer Service
Measure what’s important to customers
Key customer drivers
Train, reinforce and expect superior customer service
31
Measure What’s Important to Customers
Newsflash: Customers don’t care if we say, “Thanks for calling Continental.”
So we don’t measure it.
No more “absolutes!”
Results-oriented and big picture strategies. Honor individual styles that achieve positive results
No scripting. Promote best practices and success secrets from top agents
32
Key Customer Drivers
1. Provide accurate information
2. Understand needs
3. Answer promptly
4. Provide friendly and courteous service
5. Provide assistance with finding “The Best Deals”
6. Provide efficient service
7. Be responsive
33
Customer Service (45 points possible)
Provides and documents accurate information
Provides courteous service
Provides Elite members with personalized service
Uses Customer Care guidelines to resolve problems
Satisfies DOT and CustomerFirst Commitments
Customer mishandling
34
Example - Accurate Information
It’s all or nothing; partial information or 99% of the information is not good enough
This “attribute” replaced 16 questions from previous evaluation form
1. Quoted Minimum 2 Flight Schedules
2. Advised Complete Fare Rules
3. Documented Fare Rules
4. Advised Correct Policies & Procedures
5. Documented Correct Ticket-Time-Limit
6. Documented Correct Credit Card #
7. Documented Correct Billing Address
8. Documented Correct Phone Number
9. Recapped Itinerary
10. Assigned Seats
11. Documented Special Service Requests
12. Booked / Rebooked Flights Correctly
13. Advised Correct Travel Documents
14. Documented Travel Documents
15. Documented Citizenship
16. Documented Correct OnePass Number
35
Sales (36 points possible)
Offers ticketing
Offers to create a reservation
Offers alternatives to overcome objections
Promotes continental.com check-in
Offers special promotions Avis/Budget Hotels.com
36
Production (19 points possible)
Researches using available tools and resources before contacting Support (Help Desk)
Identifies customer needs
Demonstrates overall call efficiency
37
Where Are All the Details?
Training New Hire Sellebration Ex$ellence Customer Care CustomerFirst QA
Definitions documentonline
38
Creative StaffingCreative Staffing
40
Staffing Challenges - That Was Then…1994
Attrition spiraling upward due to: Lack of flexibility Poor schedules New job & better pay Benefits Lack of career path / development opportunities
Call centers located in cities with abundance of call centers
41
Hiring approval was generally received far too late to beat the requirement curve Continually hiring and training Inexperienced workforce loss of revenue
Lost time due to “illness” much greater than planned
Staffing Challenges - That Was Then…1994
42
Staffing in the Old Days
43
Staffing in the Old Days
Constant battle to manage peaks
Frequent and often mandatory overtime
Mostly full-timers
Little or no authorized unpaid time off (AUTO)
Little or no recurrent training
44
New Approach to Staffing
1996 - Total paradigm shift
Changed approach to staffing Managed down, not up Reduced overtime Increased part-time employees Introduced creative staffing Maximized AUTO
45
Staff to Peak Approach
46
Advanced AUTO
Long-range staffing forecast indicates surplus
Awarded by function, end time and seniority
Provides agents more flexibility for vacation time and other time off
47
Daily AUTO
Pre and post arrival
Based on real-time operational needs
Overstaffed / volume under forecast
48
Results and Benefits - This is Now!
Recruiting costs
Trickle hiring vs. mass hiring
Almost eliminated advertising costs
Freed up management
More flexibility and time to deal with real-time operational and people issues
Reduced premium overtime expenses
More experienced employees = sales
49
But Wait, There’s More
Reduced attrition Less than 5% annually
Reduced lost time due to illness
Satisfied, happy employees Fortune’s 100 Best Companies to Work For 6 consecutive
years
Opened up the opportunity to have our “cost center” produce new incremental revenue and more flexibility programs
50
Incremental Revenue Opportunities
3rd party call handling
Management consulting services
Training development and delivery
Contact center conferences and workshops
Ex$ellence
51
Creative Staffing Conclusions
Flexibility to the operation
Flexibility to employees
Opportunities for employee programs TOPs 3rd party assignments Director days off Trade a day with management AUTO
Rewards and RecognitionRewards and Recognition
53
Perfect Attendance Program
We measure and reward employee’s reliability.
Every company has an attendance program…but how about a Ford Explorer just for coming to work?
54
Perfect Attendance Program
For every six months of perfect attendance - name goes into a drawing.
Ford Explorer drawing once a year (eight winners; one winner from all call centers combined.)
Larry personally calls winners.
Big celebration.
55
Perfect Attendance Program
129 Ford Explorers awarded since 1996.
50% of employees had perfect attendance in 2005.
56
Super Agent Program
Recognize overall above target performance: Sales (Revenue and PSE) Customer Service (Quality scores) Productivity (Calls per hour) Reliability (Attendance points)
Agent must be above/on target in all areas for previous three months No below target ratings
Re-qualify each month
57
Super Agent Perks
Unlimited 15 minute shift flexes
One day of AUTO per bid
Trade-a-day with management
Additional empowerment and training
Special projects
58
Incentive Programs
Recognize and reward sales performance
Continental sales incentive program Incentive dollars for ticketed reservations Bonus for top performers Paid monthly
Partner sales incentive program Money for transfer to car and hotel partners Fun perks and special promotions offered periodically Paid monthly
59
On-Time Bonus Program
Recognize and reward on-time performance and teamwork
Introduced in 1995 -- $65 for every employee* when Continental ranked in the top five for on-time by DOT
Raised the bar over the years
Current program: $100 to every employee* when Continental ranks #1 -or- $100 to every employee* if Continental achieves minimum 80%
average for entire quarter
*manager and below
60
Talent Optimization Program (TOPs)
Must be a Super Agent
Program highlights Temporary projects and assignments offered from other divisions
throughout the company Hire Super Agents vs. outside temps Assignments: 30 days – six months
Program benefits Learning and development opportunity for employees Exposure to other areas of the company Variety of work Potential promotional opportunities
61
Communication
Videos Continental Quarterly
Employee meetings
62
Success Secrets
Communication Benefits Consequences How to win
Buy-in -- inclusion vs. exclusion
Win-win strategy
Measure performance
Track results
Reward positive behaviors and results
Celebrate success
63
Results
Sales Reservations revenue increased 14% to 19% (2000-2006) Increased ticket sales YOY 24% increase YOY in car transfers
Quality Assurance Results* 50% increase YOY in calls evaluated 100% increase YOY in coaching time
Productivity 1:40 Supervisor to agent ratio
*Based on Initial Results 2000 vs. 1999
64
Results
Customer Service Reduced calls to Support (6% in 2001)
• 4.8% in 2002• 3.8% in 2003/04/05/06
No DOT or CustomerFirst fines
Employee satisfaction Less than 5% annual turnover It’s a great place to work Outstanding employee feedback
65
It’s Worth It!
Martin HandMartin Hand Vice President,
Reservations, Customer Care and Sales Resources
Creating a Great Place to Work Creating a Great Place to Work and a Great Place to Calland a Great Place to Call
Thank you