Performance. Innovation. Whatever it takes. Jon Clark Director, Strategy Services EMEA
Why Work Harder?
OpenSymmetryCurrent ChallengesPerspectivesEmployee Deal and Total RewardIncentive Plan DesignConclusions and Q&A
Global expertsin Sales PerformanceManagement
Mission:OpenSymmetry provides businesses andorganizations of all sizes with end-to-endSales Performance Management solutio...
Strong clientrelationships
CurrentChallengesFor Call Centres:
Current Challenges• Growing opportunity in South Africa• Balancing efficiency with customer  satisfaction and effectivenes...
Shift in DesignThe Electronic Sweatshop model       Diverse Working Model•   Low Status                          Higher s...
Efficiency or Effectiveness• Cost per call           • Abandonment             • Utilisation• Calls per agent / day   • Ho...
Perspectives on  the Challenge
Attrition/Motivation• What Creates Attrition• Motivational Drivers• Total Reward• Should We Incentivise/How?
Attrition                (ICMI study of 444 contact centre professionals)                 Reward                          ...
Call Centre Focused Ideas• Valuing contribution• Career progression opportunities• Reward high levels of attendance• Team ...
Total Reward• Employee Deal• Financial aspects• Non-financial aspects
The Employee Deal for the Call Centre               Maximise return on               Employers Expect:Culture        inves...
Total Reward Framework                                                             Benefits                            Pro...
Virtuous Circle     Motivate, Reward, Enga                                 Retain     ge                                  ...
Virtuous CircleMotivate, Reward,                                 RetainEngage                                            •...
Break Out 1 – Prioritise the following    factors for Call Centre motivation                                              ...
Effective PlanDesign:
Should Call Centre Roles be Incentivised• Customer Service only• Customer Service with   Inbound Sales             How?• O...
Recognising a good incentive plan•   Aligns with the commercial model•   Offers clarity on how individual will earn reward...
Determining the Principles for Design 1. Link to Company Goals 2. Accountability 3. Alignment 4. Measurable 5. Pay for Res...
Break-Out 2.          Prioritise These for your industry                                                                  ...
Getting the Design Right                                   1. Number of plans/structure/eligibility   Architectural Plan C...
Getting the Right PayMix                Length of Sales Cycle   Long                                         Short        ...
Design Extremes - Continuum• Monthly Scheme                                         • Quarterly Scheme• Individual Based  ...
Conclusions:
• Significant opportunity• Attrition driven by wide range of factors• Get the Employee Deal right• Take a Total Reward app...
Contact details:   Jon Clark   Director Strategy Services, EMEA   +44 7768 558771   Jon.clark@opensymmetry.com
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Harnessing the discretionary effort of Call Centre staff or ‘why would I work harder?’

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  • OpenSymmetry provides business and technical consulting globally with offices in 7 countries. We provide global expertise across industries, cultures and technologies to provide you with the best performance management solutions. OpenSymmetry integrates the people, processes and technologies for aligning sales resources, improving decision making and motivating behavior.
  • By maintaining strong client relationships and accountability, we strive to consistently exceed customer expectations in everything we do.Our customers love us, just ask them.
  • Growing complexity – changing legislation, rise of speciality brands, growing influence of generics is leading companies to refocus sales operations towards account-based selling and regional organisationClustering and influence of specialists and hospitals is changing the relationship from individual to individual selling to team-based relationship based selling with accounts, practices or sets of practices within a specific geographyIncentive plans historically driven by single factors - volume, growth, market share growthNow, greater focus on input behaviours e.g. call frequency, quality, duration, on-time reporting. Has also led to more transparent reporting of activityNeed new measures to measure and reward: The strength of the relationship e.g. Customer value MetricsTeam-based selling leading to variable weighting between individual and team in driving plan payoutOther MBOsSuccessful change in salesforce behaviour also depends on other levers – structure, competence, account segmentation, performance measurement, transparent administrative processesOverall, balancing fairness and simplicity.
  • Growing complexity – changing legislation, rise of speciality brands, growing influence of generics is leading companies to refocus sales operations towards account-based selling and regional organisationClustering and influence of specialists and hospitals is changing the relationship from individual to individual selling to team-based relationship based selling with accounts, practices or sets of practices within a specific geographyIncentive plans historically driven by single factors - volume, growth, market share growthNow, greater focus on input behaviours e.g. call frequency, quality, duration, on-time reporting. Has also led to more transparent reporting of activityNeed new measures to measure and reward: The strength of the relationship e.g. Customer value MetricsTeam-based selling leading to variable weighting between individual and team in driving plan payoutOther MBOsSuccessful change in salesforce behaviour also depends on other levers – structure, competence, account segmentation, performance measurement, transparent administrative processesOverall, balancing fairness and simplicity.
  • Growing complexity – changing legislation, rise of speciality brands, growing influence of generics is leading companies to refocus sales operations towards account-based selling and regional organisationClustering and influence of specialists and hospitals is changing the relationship from individual to individual selling to team-based relationship based selling with accounts, practices or sets of practices within a specific geographyIncentive plans historically driven by single factors - volume, growth, market share growthNow, greater focus on input behaviours e.g. call frequency, quality, duration, on-time reporting. Has also led to more transparent reporting of activityNeed new measures to measure and reward: The strength of the relationship e.g. Customer value MetricsTeam-based selling leading to variable weighting between individual and team in driving plan payoutOther MBOsSuccessful change in salesforce behaviour also depends on other levers – structure, competence, account segmentation, performance measurement, transparent administrative processesOverall, balancing fairness and simplicity.
  • Growing complexity – changing legislation, rise of speciality brands, growing influence of generics is leading companies to refocus sales operations towards account-based selling and regional organisationClustering and influence of specialists and hospitals is changing the relationship from individual to individual selling to team-based relationship based selling with accounts, practices or sets of practices within a specific geographyIncentive plans historically driven by single factors - volume, growth, market share growthNow, greater focus on input behaviours e.g. call frequency, quality, duration, on-time reporting. Has also led to more transparent reporting of activityNeed new measures to measure and reward: The strength of the relationship e.g. Customer value MetricsTeam-based selling leading to variable weighting between individual and team in driving plan payoutOther MBOsSuccessful change in salesforce behaviour also depends on other levers – structure, competence, account segmentation, performance measurement, transparent administrative processesOverall, balancing fairness and simplicity.
  • Growing complexity – changing legislation, rise of speciality brands, growing influence of generics is leading companies to refocus sales operations towards account-based selling and regional organisationClustering and influence of specialists and hospitals is changing the relationship from individual to individual selling to team-based relationship based selling with accounts, practices or sets of practices within a specific geographyIncentive plans historically driven by single factors - volume, growth, market share growthNow, greater focus on input behaviours e.g. call frequency, quality, duration, on-time reporting. Has also led to more transparent reporting of activityNeed new measures to measure and reward: The strength of the relationship e.g. Customer value MetricsTeam-based selling leading to variable weighting between individual and team in driving plan payoutOther MBOsSuccessful change in salesforce behaviour also depends on other levers – structure, competence, account segmentation, performance measurement, transparent administrative processesOverall, balancing fairness and simplicity.
  • Growing complexity – changing legislation, rise of speciality brands, growing influence of generics is leading companies to refocus sales operations towards account-based selling and regional organisationClustering and influence of specialists and hospitals is changing the relationship from individual to individual selling to team-based relationship based selling with accounts, practices or sets of practices within a specific geographyIncentive plans historically driven by single factors - volume, growth, market share growthNow, greater focus on input behaviours e.g. call frequency, quality, duration, on-time reporting. Has also led to more transparent reporting of activityNeed new measures to measure and reward: The strength of the relationship e.g. Customer value MetricsTeam-based selling leading to variable weighting between individual and team in driving plan payoutOther MBOsSuccessful change in salesforce behaviour also depends on other levers – structure, competence, account segmentation, performance measurement, transparent administrative processesOverall, balancing fairness and simplicity.
  • Growing complexity – changing legislation, rise of speciality brands, growing influence of generics is leading companies to refocus sales operations towards account-based selling and regional organisationClustering and influence of specialists and hospitals is changing the relationship from individual to individual selling to team-based relationship based selling with accounts, practices or sets of practices within a specific geographyIncentive plans historically driven by single factors - volume, growth, market share growthNow, greater focus on input behaviours e.g. call frequency, quality, duration, on-time reporting. Has also led to more transparent reporting of activityNeed new measures to measure and reward: The strength of the relationship e.g. Customer value MetricsTeam-based selling leading to variable weighting between individual and team in driving plan payoutOther MBOsSuccessful change in salesforce behaviour also depends on other levers – structure, competence, account segmentation, performance measurement, transparent administrative processesOverall, balancing fairness and simplicity.
  • Growing complexity – changing legislation, rise of speciality brands, growing influence of generics is leading companies to refocus sales operations towards account-based selling and regional organisationClustering and influence of specialists and hospitals is changing the relationship from individual to individual selling to team-based relationship based selling with accounts, practices or sets of practices within a specific geographyIncentive plans historically driven by single factors - volume, growth, market share growthNow, greater focus on input behaviours e.g. call frequency, quality, duration, on-time reporting. Has also led to more transparent reporting of activityNeed new measures to measure and reward: The strength of the relationship e.g. Customer value MetricsTeam-based selling leading to variable weighting between individual and team in driving plan payoutOther MBOsSuccessful change in salesforce behaviour also depends on other levers – structure, competence, account segmentation, performance measurement, transparent administrative processesOverall, balancing fairness and simplicity.
  • Growing complexity – changing legislation, rise of speciality brands, growing influence of generics is leading companies to refocus sales operations towards account-based selling and regional organisationClustering and influence of specialists and hospitals is changing the relationship from individual to individual selling to team-based relationship based selling with accounts, practices or sets of practices within a specific geographyIncentive plans historically driven by single factors - volume, growth, market share growthNow, greater focus on input behaviours e.g. call frequency, quality, duration, on-time reporting. Has also led to more transparent reporting of activityNeed new measures to measure and reward: The strength of the relationship e.g. Customer value MetricsTeam-based selling leading to variable weighting between individual and team in driving plan payoutOther MBOsSuccessful change in salesforce behaviour also depends on other levers – structure, competence, account segmentation, performance measurement, transparent administrative processesOverall, balancing fairness and simplicity.
  • Growing complexity – changing legislation, rise of speciality brands, growing influence of generics is leading companies to refocus sales operations towards account-based selling and regional organisationClustering and influence of specialists and hospitals is changing the relationship from individual to individual selling to team-based relationship based selling with accounts, practices or sets of practices within a specific geographyIncentive plans historically driven by single factors - volume, growth, market share growthNow, greater focus on input behaviours e.g. call frequency, quality, duration, on-time reporting. Has also led to more transparent reporting of activityNeed new measures to measure and reward: The strength of the relationship e.g. Customer value MetricsTeam-based selling leading to variable weighting between individual and team in driving plan payoutOther MBOsSuccessful change in salesforce behaviour also depends on other levers – structure, competence, account segmentation, performance measurement, transparent administrative processesOverall, balancing fairness and simplicity.
  • Growing complexity – changing legislation, rise of speciality brands, growing influence of generics is leading companies to refocus sales operations towards account-based selling and regional organisationClustering and influence of specialists and hospitals is changing the relationship from individual to individual selling to team-based relationship based selling with accounts, practices or sets of practices within a specific geographyIncentive plans historically driven by single factors - volume, growth, market share growthNow, greater focus on input behaviours e.g. call frequency, quality, duration, on-time reporting. Has also led to more transparent reporting of activityNeed new measures to measure and reward: The strength of the relationship e.g. Customer value MetricsTeam-based selling leading to variable weighting between individual and team in driving plan payoutOther MBOsSuccessful change in salesforce behaviour also depends on other levers – structure, competence, account segmentation, performance measurement, transparent administrative processesOverall, balancing fairness and simplicity.
  • Growing complexity – changing legislation, rise of speciality brands, growing influence of generics is leading companies to refocus sales operations towards account-based selling and regional organisationClustering and influence of specialists and hospitals is changing the relationship from individual to individual selling to team-based relationship based selling with accounts, practices or sets of practices within a specific geographyIncentive plans historically driven by single factors - volume, growth, market share growthNow, greater focus on input behaviours e.g. call frequency, quality, duration, on-time reporting. Has also led to more transparent reporting of activityNeed new measures to measure and reward: The strength of the relationship e.g. Customer value MetricsTeam-based selling leading to variable weighting between individual and team in driving plan payoutOther MBOsSuccessful change in salesforce behaviour also depends on other levers – structure, competence, account segmentation, performance measurement, transparent administrative processesOverall, balancing fairness and simplicity.
  • Growing complexity – changing legislation, rise of speciality brands, growing influence of generics is leading companies to refocus sales operations towards account-based selling and regional organisationClustering and influence of specialists and hospitals is changing the relationship from individual to individual selling to team-based relationship based selling with accounts, practices or sets of practices within a specific geographyIncentive plans historically driven by single factors - volume, growth, market share growthNow, greater focus on input behaviours e.g. call frequency, quality, duration, on-time reporting. Has also led to more transparent reporting of activityNeed new measures to measure and reward: The strength of the relationship e.g. Customer value MetricsTeam-based selling leading to variable weighting between individual and team in driving plan payoutOther MBOsSuccessful change in salesforce behaviour also depends on other levers – structure, competence, account segmentation, performance measurement, transparent administrative processesOverall, balancing fairness and simplicity.
  • Growing complexity – changing legislation, rise of speciality brands, growing influence of generics is leading companies to refocus sales operations towards account-based selling and regional organisationClustering and influence of specialists and hospitals is changing the relationship from individual to individual selling to team-based relationship based selling with accounts, practices or sets of practices within a specific geographyIncentive plans historically driven by single factors - volume, growth, market share growthNow, greater focus on input behaviours e.g. call frequency, quality, duration, on-time reporting. Has also led to more transparent reporting of activityNeed new measures to measure and reward: The strength of the relationship e.g. Customer value MetricsTeam-based selling leading to variable weighting between individual and team in driving plan payoutOther MBOsSuccessful change in salesforce behaviour also depends on other levers – structure, competence, account segmentation, performance measurement, transparent administrative processesOverall, balancing fairness and simplicity.
  • Call centre

    1. 1. Performance. Innovation. Whatever it takes. Jon Clark Director, Strategy Services EMEA
    2. 2. Why Work Harder?
    3. 3. OpenSymmetryCurrent ChallengesPerspectivesEmployee Deal and Total RewardIncentive Plan DesignConclusions and Q&A
    4. 4. Global expertsin Sales PerformanceManagement
    5. 5. Mission:OpenSymmetry provides businesses andorganizations of all sizes with end-to-endSales Performance Management solutionsthrough:· Vendor agnostic strategic thought leadership· Robust and innovative implementation services· Cost-effective support, training and managed services· Global experience applied to local markets
    6. 6. Strong clientrelationships
    7. 7. CurrentChallengesFor Call Centres:
    8. 8. Current Challenges• Growing opportunity in South Africa• Balancing efficiency with customer satisfaction and effectiveness• Motivating and retaining the workforce
    9. 9. Shift in DesignThe Electronic Sweatshop model Diverse Working Model• Low Status  Higher status because high skills set• Poorly Paid is required (including knowledge of• Little Discretion or Authority company, competitor’s products and• Tight Control and monitoring ICT)  Competitively paid  Increased discretion owing to complexity of work  Reduced monitoring because of increased dependence on individuals communication skills.
    10. 10. Efficiency or Effectiveness• Cost per call • Abandonment • Utilisation• Calls per agent / day • Hold time • Attrition• Self Service • First call resolution • Ready time (call time• Sales • Agents per coach + wait) • Training • AbsenceEfficiency Quality Resourcing
    11. 11. Perspectives on the Challenge
    12. 12. Attrition/Motivation• What Creates Attrition• Motivational Drivers• Total Reward• Should We Incentivise/How?
    13. 13. Attrition (ICMI study of 444 contact centre professionals) Reward Career Opportunity • Low pay • Better opportunities (both • Not valued/appreciated inside and outside the for contributions organization) • Lack of insufficient • Lack of career development incentives/rewards opportunities • Skillset/expertise not being utilized • Lack of challenge Work ContentWorking Conditions Attrition • Repetitive work• Daily physical confinement • (being tied to their desks) Drivers Pace of work too fast • Dislike handling customer• Inflexible work complaints and problems environment • Inability to work up to• Inconvenient/undesirable handling more complex work hours Management Style • Rigid rules customer issues as skills • Excessive scrutiny/ advance micromanagement • Sense of powerlessness or lack of control
    14. 14. Call Centre Focused Ideas• Valuing contribution• Career progression opportunities• Reward high levels of attendance• Team rewards• Individual development – mentoring and coaching• Working environment
    15. 15. Total Reward• Employee Deal• Financial aspects• Non-financial aspects
    16. 16. The Employee Deal for the Call Centre Maximise return on Employers Expect:Culture investment in people • Employee commitment • High performance behavioursValues Employees Expect: • Team orientation • Competitive pay • Innovative ideasBrand • Challenging work • Reliability and quality • Open Communication • Willingness to learn • Flexibility • Openness to changeStrategy • Opportunity to develop • Positive working atmosphere Build relationship between employee commitment and • Realistic performance management reward
    17. 17. Total Reward Framework Benefits Profitability Pension BenefitsOpportunity Holiday/Other LeaveJob DesignTrainingDevelopment OpportunitiesResponsibility andInvolvement Total High PerformanceCareer ProgressionMentoring and Guidance RewardPerformance Management Culture Leadership StyleEmployee Commitment Working Environment Diversity/Equality Employee Recognition Pay Work/life Balance Competitiveness Base Bonus Other Incentives
    18. 18. Virtuous Circle Motivate, Reward, Enga Retain ge •Internal communications just •Efficiency measures one way and performance 4. Staff •Job design restrictive feedback Dissatisfaction •No culture of celebration •Incentives difficult to •Little meaningful performance attain management 3. Poor 1. High Staff Customer Turnover Service RecruitDevelop and Engage • Reactive recruitment•Few training , development and strategy progression opportunities • Non-competitive reward•No mentoring offer 2. Poor Training•Poorly developed team structure • ‘Sink or swim’ and Rewards•Command and control line Onboarding management•Little customer engagement
    19. 19. Virtuous CircleMotivate, Reward, RetainEngage •2 way communications/team•Effectiveness and briefing Customer Satisfaction 4. Staff •Flexible job design measures and Satisfaction •Culture of celebration performance feedback •Structured and positive•Incentives attainable performance management and motivational 1. Relatively 3. High Low Staff Customer Turnover ServiceDevelop and Engage Recruit•Different career paths • Can plan ahead and be•Formal mentoring within a selective team structure • Competitive reward offer•Responsive, listening line 2. Positive • Comprehensive management Training and Onboarding and first Rewards day/week/month support•Can engage with customers
    20. 20. Break Out 1 – Prioritise the following factors for Call Centre motivation Rank 1-10Aspect Importance for Call Challenge/Difficulty Centre Performance to Get RightSalaryIncentivesBenefitsManagement StyleWorking EnvironmentRecognitionWork/Life BalanceJob DesignTraining/mentoring/coachingDevelopment Opportunities/Career Progression
    21. 21. Effective PlanDesign:
    22. 22. Should Call Centre Roles be Incentivised• Customer Service only• Customer Service with Inbound Sales How?• Outbound Sales • Sales• Cross Sales • Customer Service• Contract Renewal Sales • Efficiency Measures• Team Leader• Call Centre ManagerConsider the behaviour you want from your agents
    23. 23. Recognising a good incentive plan• Aligns with the commercial model• Offers clarity on how individual will earn rewards for their efforts• Drives attainment of performance goals• Generates costs in line with or below projections• Engages and excites employees• Highly rewards top performing people• Serves as a vehicle to attract and retain high performers• Delivers satisfied customers• Allows for good management oversight
    24. 24. Determining the Principles for Design 1. Link to Company Goals 2. Accountability 3. Alignment 4. Measurable 5. Pay for Results 6. Significance 7. Simplicity 8. Pay Differentiation 9. Management /Adjustment 10.Involvement
    25. 25. Break-Out 2. Prioritise These for your industry Rank the Priority) Drive company objectives through your plan components, across all business1. Link to Company Goals activities. There is a clear return on investment. Scheme is affordable2. Accountability Hold participants accountable for results they control3. Alignment Promote team participation through collaborative measures4. Measurable Develop plans with measurable metrics based on robust data Pay for business results (outputs); manage the activities (inputs like experience,5. Pay for Results competence, time spent) Participants must perceive target incentive pay as obtainable and a substantial6. Significance portion of total target pay. In particular, important for sales incentives Use as few measures as possible with the simplest mechanics to increase focus.7. Simplicity Eligible roles are clearly able to understand and explain how the Scheme works Differentiate pay levels for excellence vs. average, and match to your culture8. Pay Differentiation and type of job role Plan is flexible to respond to changing circumstances, is reviewed regularly and9. Management /Adjustment complies with relevant industry regulations Plans are developed/redesigned with input from participants to10. Involvement incorporate ideas and maximise buy-in
    26. 26. Getting the Design Right 1. Number of plans/structure/eligibility Architectural Plan Components 2. Pay 3. Compensation Type – commission or bonus 4. Metrics 5. Use of Other Programs 6. Crediting and Payout Timing ComponentsDetailed Design 7. Rules 8. Compensation Structure
    27. 27. Getting the Right PayMix Length of Sales Cycle Long Short Primary Customer Existing New Type Number of Accounts Few Many The SalesEnvironment Sales Channel Indirect Direct Configuration Product/Service Established New Maturity Level Culture Conservative Aggressive High 80:20 75:25 to 60:40 50:50 to 0:100Importance of Medium 90:10 80:20 to 65:35 70:30 to 60:40 Personal Persuasion Low Salary only or 90:10 85:15 to 72:25 small bonus
    28. 28. Design Extremes - Continuum• Monthly Scheme • Quarterly Scheme• Individual Based • Team based• Relatively high incentive • Driven by Customer Satisfaction opportunity measures• Commission per • Relatively low incentive opportunity product/service/tariff• Threshold• Not capped• Credit when subscription activated• Clawback if subscription cancelled or customer hardbarred• Short-term SPIFFs for campaigns• Additional quarterly bonus
    29. 29. Conclusions:
    30. 30. • Significant opportunity• Attrition driven by wide range of factors• Get the Employee Deal right• Take a Total Reward approach• Effective incentive design depends on role• Ensure you can tick off the design principles
    31. 31. Contact details: Jon Clark Director Strategy Services, EMEA +44 7768 558771 Jon.clark@opensymmetry.com

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