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Copyright Teleopti AB
International Investment Conference
Pakistan
Two questions from yesterday
• Can you maintain or reach a service level and optimize costs?– Babar B. Jhumbra
• I am concerned about attrition rates, shifts and women in call centers? – Ms Jehan Ara
Why
• If you cannot measure IT, you cannot manage it, either!
• What gets manage, gets done!
• Facts generates acts!
Why
• 80 % of Contact Center costs are manpower costs.
• When your technology works, as it does with 3Dnetworks, its all about having enough people at the phones when customers call.
• You can optimize staffing between 5 – 15%, just by optimizing luncheons and breaks, and in many cases even more; and that is the difference between profit and loss in a competetive business, like this.
• You can optimize several skills, channels and optimize front and back-office
• And, it the agents also can work according to their preferences, they stay longer, and don´t leave!
• That makes the pay-back witin one year even more attractive
Non-optimized staffing
IT costs and other costs 20 %
Manpower costs 80 %
Loss of revenues
Too high costs! Too high costs!
Optimized staffing!
IT costs and other costs 20 %
Manpower costs 80 %
Profit!
Teleopti AB
300+ customers that IMPROVE and enable further growth
Over 95 % of Teleopti customers are willing to recommend Teleopti to others customers
3Dnetworks is our reseller in India/Asia Teleopti AB is the largest European WFM
company with 60 employees and seven offices in Europe and one in New Delhi.
Founded in 1992. Profitable from year one!
Teleopti Executive Board
Teleopti CCC
Customers range from 1 to 50 virtual sites
Customers range from 20 to 4 000 agents
Teleopti market share is 80% in Scandinavia
Approx 15-20% across Europe First installations in India, Chile Next Target Market – Pakistan
Why? Overstaffing can be over 30 % of the total payroll costs!
Manage. Involve. Improve.
Why? Customers and competition decides required service levels
Understaffing results in abandoned calls and lost business
Manage. Involve. Improve.
Why? Teleopti CCC can test 1000nds of combinations and match your need
Manage. Involve. Improve.
What is Workforce Management?
WFM is an operating philosophy and a business culture, not a box that sits on your desk.
It is a process – Not a Product
Every contact center practices WFM to varying degrees of success, some have a tool to help them.
Workforce Management is a balance act
CustomersatisfactionCustomer
satisfactionCustomer
satisfaction
ProfitabilityEmployee
satisfaction
• Long term (strategic) • Short term (operational)
• Teleopti Contact Center Coach supports all aspects of WFM
• The Key MANTRA
The right person At the right place At the right time
Manage. Involve. Improve.
A balanced approach to support your business
Customersatisfactio
n
Profitability
Employeesatisfactio
n
Information
HR
Customers
Regulators
Agents
Owners
Management
Manage. Involve. Improve.
Teleopti CCC – Key Elements for WFM
Elements of Teleopti CCC WFM Forecasting
All activities Agent Administration
Manage agent work rules and skills Manage Shift Policies
For Agents Agent Preferences Automated and optimized scheduling Real time Adherence versus schedules Performance management in reports
Agents, Team-leaders, Managers, HR
Teleopti CCC - Overview
Forecast all activities
Manage agent work rules and skills
Manage shift policies
Optimise schedule – balance all needs
Monitor and improve
Communicate with and involve agents
Agent preferences
CustomersatisfactionCustomer
satisfactionCustomer
satisfaction
ProfitabilityEmployee
satisfaction
Information
More accurate forecasting
It is a tool used for forecasting number of agents needed to achieve service level
Best available picture for future It is based on historical data – from CTI/ACD to Teleopti DB No limits in the timeframe for your forecasts Manage parallel forecasts similar to your agent skills Manages typical days (Mo – Su) Manages non-typical typical days (holidays, day after advertising, strikes,
etc) Staffing forecast is calculated based on call volumes, HT, service levels
Optimised Scheduling
Allows for many possible combinations of schedules where manual alternative allows typically a handful
Balance between phone and other activities (meeting, back office, training, etc) is optimised
Break and lunch optimised placement Enables agents to interact through Web Portal Ensures fairness between agents Agent involvement due to agent preferences on web portal Automates the compliance with local work time
legislations.
Automation of schedule management
Seamless integration with ACD for historical data Creates optimal schedules in 1/1000th the time Less shift changes since agent preferences is a vital
input to the system One centralised database for historical data,
forecasts and schedules. Daily decisions are made on accurate information No more manual reporting. Information is available
on the Web Portal.
Intra-day Management
How can we handle the impact of the individuals who calls in sick?
Can we move agents from inbound to revenue positive outbound sales after lunch?
Can 2 agents leave earlier today? Can the X team have an extra meeting at 2:00Pm Is our forecast high? low? Are our agents working according to schedules?
Adherence – Real Time
Adherence – Ability to compare forecasts with reality
Sophisticated Scheduling and monitoring is not worth with out improvements
Teleopti RTA alerts managers of deviations from expected activity
What if analysis
Ability to determine the impact of a variety of different variables.
Can we take more calls with present staff? What if we had more flexible work shifts? What if we added more part time staff? When should we use part time employees? What if we changed lunches from 60 to 45
minutes?
The distributed real time tools in Teleopti Contact Center Coach
Web Scheduler- schedule changes
Agent Schedule Messenger- notify agents
Early Warning / Real Time Adherence
- identfy need of changes
Performance reporting- historical adherence
- calls handled
Involve your organisation- Agent Web Portal
• Schedule• Preferences• Schedule change requests• Self assessment• Always part of base package
Manage. Involve. Improve.
Evolution – not revolution
Exactly same schedule as today, in Teleopti
CCC
Break and lunch optimisation
Vary shift start and shift end slightly within teams
Individual schedules and Preferences for part of
organisation
Time
Optimise off-phone activities
Step by step towards flexible scheduling
• Simulate effects of different policies• Implement for all/parts of organisation• Get buy in from agents
Balancing business needs with agent work time preferences
• Everybody gets all preferences fulfilled• No preferences – fair distribution of unwanted shifts• Optimise schedule by disregarding some preferences
Result when agents have entered too many ”morning” preferences
By violating preferences, some shifts are moved to
meet the customer demand
Optimise Schedule
Case Study – Flexible WFM
• 51 FTE – 20 week rotations
• Smoothness: 90,4%– Fluctuating service
levels
• 38 FTE to cover same need– Flexible start times– Fixed shift lengths
• Smoothness: 99%– Correct service level
A case where Teleopti replaced another
system and introduced flexible scheduling
Examples of customer results
Selected references
The Bottom Line!
Employee costs account for 60% - 70% of over all expenditure in most of CC, we optimize 5 – 25 %!
Increase in morale of agents; less attrition, in many cases by 30% of attrition, reducing the cost of new agent training and improving the quality of service!
Small administration; one planner per 250 agents! Excellent ROI – breakeven between 6 -12 Months
Thanks!
For further queries please contact
Eveready Communications (Pvt.) Ltd.
4th Floor, Eveready Chambers, I.I. Chundrigar Road, Karachi (Pakistan)
Tel: +92-21-2634817-18-20
E-mail: [email protected]