Transcript Elements of Success For the OPSEUdirect Team
Canadian Community Information and Referral Conference 2010 I&R Contact Centre Metrics Part 1: Gateway to Service Excellence Stephen Ng .09.10
Building Block
Core processes/components of any human undertaking/endeavor:
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Intention (vision/central idea/model specifications)
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Execution/Action (getting it done/achieving the intended results/specifications….)
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Key To Human Success: The Power of Intention
clear, specific idea of the desired results we aim to achieve --------------------------------------------------------------------------------------
“Excellence is setting the agenda”
Tom Peters, 2004
All human success/excellence come from a well set agenda/model specifications emanating from a clear, well defined, crystallized, specific intention. When our intention is well defined, clear and specific, the consequent action will too be precise, concise and effective. Unclear, muddled intention will result in confusing action. There can be no good result/success from such an undertaking.
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Examples of Definition/Specification of Intention
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Wealth Management: freedom Fifty-Five; what’s the definition of freedom?
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Wellness Management: life extension or morbidity compression?
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Weight Management: wellness or good look?
(Clear specifications and definitions of what we intend to achieve is critical to our success)
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The Power of Intention
In business, the process to enshrine organizational intention/vision is embodied in their crafting of organizational statements such as value/vision/mission statements.
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“So much hot air about something so real….”
“Winning”….Jack Welch on vision
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The Power of Intention
Intention -> Actions -> Habits -> Culture -> Destiny Thinking -> Words -> Habits -> Character -> Destiny
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Clear specifications and definitions of what we intend to achieve is critical to our success!
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Key To Execution Success: The Power of Attention
The single mindedness in getting self and others to shift attention in, and focus effort on, a desired outcome ----------------------------------------------------------------------------------------
The key to execution success is fundamentally a matter of attention: how we focus our resources and energy to achieve our desired results
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The most effective means to help focus attention to achieve results is measurements/scorecards
In business, the primarily means to focus organizational energy and resources to achieve its intended goals is through measurement/metrics performance management
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The Magic of Measurements/Scorecards/Metrics Scientists have long discovered that the act of measuring inexplicably produces energy that emits microscopic and physical power.
“Nothing will happen until you start measuring”
“You can’t manage what you don’t or can’t measure”
Once organizations begin measuring, they will focus people’s attention and inherently begin the process of transformation in organizational mindset, behavior and culture/shared value.
Hence it’s critical to have the right measurements because
“what you measure is what’ll get”
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The right measurements means the relevance/ alignment of the measurements/metrics to the organization’s intention/model specifications/ strategy. That’s the central idea behind the Balanced Scorecard concept.
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The concept of the Balanced Scorecard (BSC) is about verifying/validating whether the metrics/ measurements tracking the smaller-scale operational activities of the enterprise are aligned with its larger-scale objectives in terms of vision, model specifications and strategy.
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Metrics/performance management is the gateway to management success.
So, from time to time, we need to verify/clarify the definition of our intention and then audit the metrics we use against the definition and specifications of our intention/vision/model to see if the metrics we use are the right measurements
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Is our call centre using the right metrics?
Common metrics/measurements used in contact centres?
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Common Call Centre Measurements/Metrics
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Service Level (SL) -- Telephone Service Factor (TSF) -- Average speed of answer ( ASA) Average delay Abandoned calls (AC) Blocked calls (BC) Average schedule adherence
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Average talk time Average wrap up (after call work) time Average handle time (talk plus wrap) Logged on time Number of calls handled Average waiting time Occupancy ratio
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Are these the right metrics/measurements?
The right measurements means the
relevance/alignment
of the measurements/metrics to the organization’s intention/model specifications/strategy. And , from time to time, it behooves us to verify/clarify the definition of our intention and then audit the metrics we use against the definition and specifications of our intention/vision/model.
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Verification/clarification of the intention/model specifications of contact centres.
(Clear specifications and definitions of what we intend to achieve is critical to our success!)
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Mandate of Contact Centres
SERVICE EXCELLENCE
But what does service excellence mean? What constitute service excellence? Key components?
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Mandate of Contact Centres
SERVICE EXCELLENCE CUSTOMER SATISFACTION COST EFFICIENCY
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Definition/Specification of Contact Satisfaction?
From your personal experience, when your call is answered, and the interaction takes place, what are the key elements that make you feel satisfied about the call?
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Resolution Satisfaction (right results, error free) Access Satisfaction (access, wait time)
The ART of Customer Contact Satisfaction
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Access satisfaction: wait time
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Resolution satisfaction: correct, error-free solutions
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Treatment (emotional) satisfaction: protocol/ attitude to project respect, attention, empathy, care, goodwill
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Definition/Specification of Cost Efficiency Cost efficiency as applied to human services is a matter of comparing the cost efficiency ratios of total dollar costs to the number of recipients among competing programs.
The basis of comparison is obvious. If Program A can deliver a service for one year at $100 per recipient and its competitor, Program B, offers to deliver the same service at $80 per recipient, the funder of the program would have to consider that the $80 per recipient offer of Program B is more cost efficient.
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Key To Cost Efficiency?
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Key To Cost Efficiency?
The key to cost efficiency is to achieve continuous productivity gains so as to accomplish more and better results with less resources without compromising quality and risk management.
In short, it’s all about working smarter collectively.
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Key To Cost Efficiency?
The key to cost efficiency is to achieve continuous productivity gains, from organizational culture and capability to continuously improve
(Kaizen)
its ways of doing things, so as to accomplish more and better results with less resources without compromising quality and risk management.
In short, it’s all about working smarter collectively.
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Mandate of Contact Centres
SERVICE EXCELLENCE CUSTOMER SATISFACTION COST EFFICIENCY “ART” of CONTACT SATISFACTION PRODUCTIVITY GAIN
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Do most call centres have the right measurements, i.e., do most call centres’ operational metrics align to their organizations’ overall intention/mandate?
(From time to time, it behooves us to verify/clarify the definition of our intention and then audit the metrics we use against such definition and specifications of our intention/vision/model.)
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Common Call Centre Measurements/Metrics
• • • • •
Service Level (SL) -- Telephone Service Factor (TSF) -- Average speed of answer ( ASA) Average delay Abandoned calls (AC) Blocked calls (BC) Average schedule adherence
• • • • • • •
Average talk time Average wrap up (after call work) time Average handle time (talk plus wrap) Logged on time Number of calls handled Average waiting time Occupancy ratio
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First set of indicators are for measuring
customer satisfaction
Second set of indicators are for measuring
cost efficiency
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Common Call Centre Measurements/Metrics
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Service Level (SL) -- Telephone Service Factor (TSF) -- Average speed of answer ( ASA)
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Average delay Abandoned calls (AC)
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Blocked calls (BC)
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Average schedule adherence
How do these align to “ART” of customer satisfaction?
• • • • • • •
Average talk time Average wrap up (after call work) time Average handle time (talk plus wrap) Logged on time Number of calls handled Average waiting time Occupancy ratio
How do these align to productivity growth?
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Canadian Community Information and Referral Conference 2010 I&R Contact Centre Metrics Part 2: Stepping Up to Service Excellence Stephen Ng .09.10
Stepping Up to Service Excellence
From intention to action to habit to culture/character
Stephen Ng .09.10
Mandate of Contact Centres
SERVICE EXCELLENCE CUSTOMER SATISFACTION COST EFFICIENCY “ART” of CONTACT SATISFACTION PRODUCTIVITY GAIN A function of people/process/technology management
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Resolution Satisfaction (right results, error free) Access Satisfaction (access, wait time)
Stepping Up to the “ART” of Contact Satisfaction – Minimizing Customer Wait Time in Contact Centres
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Keys to minimizing contact wait time cost effectively
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The case of the Tim Hortons manager
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The key to minimizing contact wait time
cost effectively
is to consistently have the right people (staff) at the right place at the right time.
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How do we consistently manage to have the right people at the right place at the right time?
Contact traffic has patterns that are mostly predictable.
Therefore, it is possible for us to use historical data to forecast and schedule the right staff at the right time to meet contact volume. And everybody must adhere to schedule once it is set)
But within the planned period, the distribution (arrival) of the predicted volume is unpredictable
Therefore, we must have a real time response system in place to take care of the highest volume period from time to time
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Key Principles for SL Management – Care of Highest Volume Intervals Take Interval
1 2 3 4 5
Totals Call Volume
10 20 70 20 10
130 # of Calls Answered Within 20 sec. ½ Hourly Service Level
9 90% 16 35 80% 50% 18 9
87
90% 90%
67%
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Key Principles for SL Management – Take Care of Highest Volume Intervals Interval
1 2 3 4 5
Totals Call Volume
10 20 70 20 10
130 # of Calls Answered Within 20 sec.
6 14 63 14 7
104 ½ Hourly Service Level
60% 70% 90% 70% 70%
80%
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Key Principles for SL Management – Take Care of Highest Volume Intervals It is imperative that service level targets are achieved during our highest volume intervals in order for us to consistently achieve our SL. When we mishandle the busiest intervals, it is usually not possible to recover the daily average by throwing more resource at it – can’t “buy” back the day, because generally there will not be enough volume left in the day to raise the service level back to your target.
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QUIZ???
Staff Average Speed of Answer SL% 30 208.7 24% How much improvement in terms of percentage would you expect to see on the SL and ASA if you add one more staff to the team?
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Agents 30 31 32 33 34 35 36 37 38 39 40 41 42 The Power of One SL% in 20 Sec.
24% 45% 61% 73% 82% 88% 92% 95% 97% 98% 99% 99% 100% ASA 208.7
74.7
37.6
21.3
12.7
7.8
4.9
3.1
1.9
1.2
0.7
0.5
0.3
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Key Principle for Wait Time Management - The Power of One The “power of one” principle means that the absence or presence of one staff can make a tremendous difference in minimizing callers’ wait time during
busy times
. Once call traffic slows down, the impact of one becomes much less dramatic.
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Customer Wait Time Satisfaction Basics
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Achieve targeted
service level within budget.
Match call influx with appropriate resources: to have the right
people
in the right
place
at the right
time
.
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Resource can and must be
forecasted, planned and scheduled
accordingly to help meet targeted service level, and every team member must commit to
schedule of adherence
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Have a
real time response
process in place to take care of the
busiest
(highest volume) periods to leverage the
“power of one”.
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Critical Success Factors For CC Service Level Mgt.
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Appropriateness of SL target for business
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Right budget for the right SL target
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Planning, forecasting, scheduling process
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Schedule of adherence policy and practice
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Real time response process
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Education & training of reps on theory/practice of service level management:
“He who has a why to live for, can bear almost anyhow”
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Stepping up to the “ART” of Contact Satisfaction – Achieving Resolutions Satisfaction
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Resolution Satisfaction quality outcomes (solutions/answers) that are free of errors and defects (quality assured)
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Key Factors for Achieving Resolution Satisfaction Vision/Policy: Enshrine Resolution Satisfaction culture; select & establish organizational metric Process: customer survey, problem solving model, call closing script, quality scores/vision alignment Culture: educate the rationale & importance RS; coaching/scoring focus...call closing adherence, resolution competencies such as product/service knowledge, problem solving/questioning/ listening skills
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A Problem Solving Model
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Defining the issue/problem
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Facts gathering
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Analyzing the facts/situation/information
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Developing solution
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Task/action to resolve the issue/problem
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Stepping Up to the “ART” of Contact Satisfaction – Delivering Treatment Satisfaction
(protocol/attitude to project respect, attention, empathy, care, goodwill)
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Definition of Relationship
Relationship is the state or quality/manner of being connected An overall relationship is therefore the accumulated experience of the quality or manner of connection on each and every contact.
The centre piece of this experience is emotional satisfaction.
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Emotional satisfaction is heavily influenced by the attitude (“touch and feel”) of the organization in the course of the interaction.
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The key to a satisfying attitude (“touch & feel”) is the presence or absence of the projection of respect. So, when constructing or auditing treatment satisfaction systems (procedures, call handling protocol, processes and training, etc.) of an organization, we must verify if they do indeed result in the projection of a respectful attitude, attention, empathy, care, goodwill at all times. And build this focus into the organization’s score card/ metric and coaching/recognition system for the reps.
“What you measure is what you’ll get!!!”
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Mandate of Contact Centres
SERVICE EXCELLENCE CUSTOMER SATISFACTION COST EFFICIENCY “ART” of CONTACT SATISFACTION PRODUCTIVITY GAIN A function of people/process/technology management
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Stepping Up to Service Excellence – Achieving Cost Efficiency
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Key To Cost Efficiency The key to cost efficiency is to achieve
continuous productivity gains
, so as to accomplish more and better results with less resources without compromising quality and risk management. In short, it’s all about working smarter collectively, not about working harder.
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The key to achieving continuous productivity gains is the development and nurturing of an organizational capacity and culture to relentlessly and continuously improve
(Kaizen)
its processes without compromising quality and risk management.
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Relationship Between Cost & Processes
Processes
Generate Job/Work Contents/Activities
Consume/burn Time/Motion
Constitute Work Volume
Demand Headcount (FTE)
Drive Operating Cost
So, processes drive time and motion; time and motion burn money! When we shave seconds off processes, we’ll minimize cost & improve customer satisfaction!!!
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In 1995, according to Niels Kjellerup, Pacific Bell claimed that if directory assistance reps said "hi" and "bye" rather than "good morning" and "good-bye," they could expect productivity gains of $2 million a year.
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Principles for process/work engineering:
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Time + Motion = Cost; we must strive to minimize time & motion in all our work activities continuously. Contact centre success is build on winning the battles of seconds!!!
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Never adopt any work processes without doing time and motion studies to ensure the efficiency/effectiveness of the work activities soon to be introduced
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Continuously verify that processes/jobs are necessary. If they don't add value to customers, or risk management, or quality, why do we do them?
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As much as possible, assume work for the customers
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Minimize hands-off (increase ownership and accountability)
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Again, to firmly establish this culture, we must build this focus into our operation’s score-card/metric and recognition system Measurements/metrics are an integral part, or extension, of an enterprise’s intention.
“What you measure is what you’ll get!!!”
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Call centre management (customer satisfaction and cost efficiency) is essentially a
“game of seconds”
and it’s a race without a finish line!!!
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Summary of Keys to Human Success
The Power of Intention
Intention -> Actions -> Habits -> Culture -> Destiny
(Clear specifications and definitions of what we intend to achieve is critical to our success)
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Summary of Keys to Human Success
The Power of Attention
Measurements/metrics are an integral part, or extension, of an enterprise’s intention. Proper alignment of the contact centre’s metric/measurements, reward system is crucial to the achievement of our mandate/mission!
“What you measure is what you’ll get!!!”
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A
u Revoir
May The Power of Intention Be With You.
May The Power of Attention Be With You.
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