Our Corporate Results Visualized. Call Centers Inbound/outbound/blended Customer service Sales/telemarketing Market research Collections Help

Our Corporate Results Visualized

Our Corporate Results Visualized

Call CentersCall Centers

Inbound/outbound/blended

Customer service

Sales/telemarketing

Market research

Collections

Help desk/technical support

6,800 global customer contact centers

More than 4,600 unique customer contact center locations in North America alone

Temporary, temp-to-hire, and direct hire options

KellyConnectProgram Overview

KellyConnectProgram Overview

PRE-ASSIGNMENT ASSESSMENT AND SELECTION

Targeted Recruiting Program

PrescreenBehavioral Interview

Hard-Skills Assessments

Behavioral Assessment

Assignment Decision

Orientation & Tour of

Customer’s Facility

Training* Recognition Quality Control

TRAINING &

ORIENTATION

*Optional program feature

RecruitingRecruiting

Targeted recruiting and retention using a “consumer segmentation” methodology

Designed for inbound and outbound candidates

Profiles geographic, demographic, and psychographic data to understand our top-performingemployees

Options for direct mail, posters, print, radio, and television advertising

Employee Questionnaire

SWAT Team




Hard-Skills Assessment

BehavioralAssessment

Assignment Decision



Training*RecognitionRetention

Quality Control

Telephone PrescreenTelephone Prescreen

Identifies availability, location, hours, and skill set

Asks preliminary behavioral questions

Identifies articulation, pace, tone, andcommand of the required language



Prescreen Behavioral Interview



Assignment Decision




Quality Control

The Behavioral InterviewThe Behavioral Interview

Assesses a candidate’s previous behaviors in comparison to the behaviors expected on a job

Adds structure to the interview

Contains a series of questions that probes such behaviors as:• Patience

• Problem resolution

• Relationship building






Assignment Decision




Quality Control

Hard-Skills AssessmentsHard-Skills Assessments

Kelly PinPoint Selection System™

• Navigation through multiple screens/multitasking

• Use of a mouse

Standard data entry — speed and accuracy

Database concepts

Data entry customizer

Customer contact center-specific testing• Listening skills • Multitasking skills

• Grammar skills • Basic Web Browsing






Quality Control

Hard-SkillsAssessment


Assignment Decision

Prescreen BehavioralInterview

Behavioral AssessmentBehavioral Assessment

This sample output represents the predicted strengths and weaknesses of a candidate

There is no right or wrong behavior or result

Results are evaluated using benchmarked customer contact center job profiles, which are the traits and behaviors exhibited by top-performing customer contact center employees

Results are then integrated into the overall assigning decision

Performance Scale

Tenure Scale

Customer Service Scale

Sales Scale

Employment Inventory

OrientationOrientation

Kelly orientation includes:• Customer-specific performance expectations

• Customer contact center site practices and procedures

• Training expectations

• Compensation package

• Scheduling practices

Customer site tour (recommended)

Orientation brochure

Orientation video






Assignment Decision

Orientation & Tour of Customer’s

FacilityTraining*

RecognitionRetention

Quality Control

TrainingTraining

Suite of interactive, multimedia training courseware

Proven principles of Expert PerformanceModeling (EPM)

Real-life customer contact center simulations use headsets for on-the-job effectiveness training

Sets Kelly apart from the industry






Assignment Decision



Training* RecognitionRetention

Quality Control

*Optional Program Feature

Understanding the Numbers

that Impact Your Workforce

Understanding the Numbers

that Impact Your Workforce

Conduct business reviews on the state of our operation and performance:• Critical success factors

(including but not limited to): Percentage of Orders Filled Turnover Productivity Absenteeism/Attendance

• Cost savings

• Future service enhancements

Evidence of our commitment to your continued satisfaction

Decreased Turnover

Increased Productivity

Continuous Process Improvement

Supplier Management

Cost Containment

Improved Information Management

Business Results

Nature versus Nurture

Building a business model that addresses both!

Customer Quality Standards(Ford, Xerox, Intel)

ISO 9001:2000*

Baldrige National Quality AwardCOPC 2000

KQMS

Kelly Quality Management System

Kelly Quality Management System

A systematic approach to integrating customer, quality, and company performance objectives

*Kelly is ISO 9001:2000 certified for all US Commercial branches, all US Automotive Services Group branches and 10 international countries

Nature vs. Nurture Nature vs. Nurture

Nature – a person’s natural tendencies based on hereditary factors

Nurture – the influence of personal experiences and environmental factors on a person’s behavior




Hard-Skills Assessments

Behavioral Assessment

Assignment Decision



Training* Recognition Quality Control

TRAINING &

ORIENTATION

*Optional program feature

KellyConnect StudiesKellyConnect Studies

Studies from when we developed the testing and training approaches

Validation studies in 2003 & 2004 indicated higher conversion rates, higher retention rates, and higher QC rates

In fact, studies have been difficult because candidates were hired at

twice the rate of our control group.

Performance ScalePerformance Scale

61

28

0

20

40

60

80

Passers Failers

Passers received satisfactory job ratings 118% more often than Failers.

Number of Employees with Satisfactory Job Ratings

Per 100 Employees

Tenure ScaleTenure Scale

1.2

5.2

0

2

4

6

Passers Failers

Passers had 77% fewer tardy days in a year than Failers.

Days Tardy per Year

Customer Service ScaleCustomer Service Scale

60

70

80

90

100

Year 1 Year 2 Year 3 Year 4

Bottom 1/3 Scoring Stores Top 2/3 Scoring Stores

Service Attitude Ratings

Employees who scored higher received better service attitude ratings.

Service Attitude Ratings

Sales ScaleSales Scale

50

60

70

80

90

100

Failers Company Norm Passers

Passers were 12% more likely to meet the percent-per-transaction standard, compared to the company norm, and 32% more likely than Failers.

Number Meeting Percent-per-Transaction Standard

Per 100 Employees

ConcernConcern

With a verified approach to selecting the best candidates, why do we see performance and turnover issues at some of our customer locations?

Contact Center Six Sigma TeamContact Center Six Sigma Team

Cross-functional team initiated:• Perform root cause analysis

• Refine implementation approach

• Develop improved metrics and reporting

DMAICDMAIC

DefineDefine

Team-Defined Goals• Determine if we had consistent use of KellyConnect tools

• Examine our implementation support plans

• Examine customer needs

• Define contact center performance metrics

• Develop a best practice business model

MeasureMeasure

Analyze customer data

Re-examine our studies

Developed list of 50 questions• Sales • Conversion

• Implementation • Training

• Recruiting • Metrics

• Service Model • Environment

Selected a cross-section of current accounts

Conducted benchmarking study

Turnover Reasons – A Closer Look

Turnover Reasons – A Closer Look

0

0.5

1

1.5

2

2.5

3

3.5

4

Percen

t

Other Job

Personal

Attendance

Did not Like

Performance

Behavior

Customer Data Revised Data

Benchmarking QuestionsBenchmarking Questions

A B C D

SalesNo Needs Analysis

Partial Needs Analysis

Full Needs Analysis

No Needs Analysis

Implementation Low Pay Competitive PayCompetitive Pay

Low Pay

Service Model On-site Not dedicated On-site Part-time On-site

Conversion 25% 50% 65% 40%

Training Off-shift Same shift Same shift Off-shift

MetricsMedium Turnover

Low Turnover 10% Turnover High Turnover

EnvironmentShifts Change

Shifts Fixed Single Shift Shifts Change

AnalyzeAnalyze

Reviewed responses

Selected best practice• 10% Turnover

Evaluated financial data• Low cost/High Profit

Benchmarking Study - Results

Benchmarking Study - Results

Key environmental factors that contribute to low turnover & high performance

Competitive Pay

Train on same shift as assignment

Turnover included in performance plans for Contact Center training and operations leadership•Periodic performance reviews seemed to be a contributing

factor

Additional FindingsAdditional Findings

Applicants often have a clerical mentality but find themselves in a production environment with emphasis on results

Needs Assessment (including environmental analysis) not done in 75% of our sample leaving us poorly prepared to address the environmental issues that cause high turnover

Customer expectation is low turnover. Although KellyConnect includes predictive tests, these tests are part of a system that includes assessment of environmental factors

Existing data sources were not reliable

ConclusionConclusion

We were testing for ability and personality traits (Nature) independent of the environment in which the candidate will be assigned (Nurture).

The Simple TruthThe Simple Truth

Work EnvironmentWork Environment

“A person’s degree of satisfaction with their

work situation is entirely and directly

related to their output.”

Contented Cows Give Better Milk

Bill Catlette & Richard Hadden

Team’s ChallengeTeam’s Challenge

How do we make our process

robust against those things

we can not control?

ImproveImprove

Developed new approach to needs analysis

Recommend testimonials and buddy systems in challenging environments

Improved training for contact center on-site supervisors

Elevating pay grade and standards

Developing new business review templates

Encouraging customers to think of KellyConnect as a system

ControlControl

New performance metrics to proactively address emerging issues

New business review templates to ensure that environmental issues are considered

Win/WinWin/Win

There are people that are capable and like to work in contact centers

We want to help you find them

We want to work with you to create an environment where they can thrive

William Russell Kelly – Our Founder

William Russell Kelly – Our Founder

“…and I hope that everyone who wants one, will have a wonderful job because you deserve it…”

50 Year Anniversary Goodbye Address

Documents

Our Corporate Results Visualized. Call Centers Inbound/outbound/blended Customer service Sales/telemarketing Market research Collections Help