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ACCE ICMI Presentation ACCE ICMI Presentation Presentation Transcript

  • “ Bridging the Gap between At-Home Agents and In-House Agents.” ACCE Conference & Expo June 16, 2010 Anne Ivey Slough Director, Customer Loyalty Practice [email_address] 919.779.0003
  • Agenda
    • Introductions
    • Contact Center/At-Home Agent State of the Industry
    • At-Home Agents 3 Key Areas (case study format)
      • Recruiting
      • Training
      • Managing/Engaging
    • Final Thoughts
  • LSA Global Introduction
    • Founded in 1995
    • Headquartered in Santa Clara, CA
    • Partnered with over 500 clients to deliver targeted business solutions, consulting solutions, and learning solutions.
    • “ We believe successful organizations recognize that effective people strategies are an integral component in creating and maintaining a competitive advantage. We help clients build their competitive advantage by understanding their critical business needs and bringing the exact expertise to meet those needs.”
    • A+ programs, facilitators, and consultants
    • Best of breed expertise and experience
    • Bottom line impact
    • Flexibility and responsiveness
    • Deep knowledge of the client and your organization
    • Reduced overall learning costs
    • Ability to quickly and effectively scale up and down
    • Guaranteed results
  • Introduction Activity
      • Name
      • Role/Title
      • Company/What do they do?
      • Why are they at this session?
      • Do they have an At-Home agent program? If yes, then how many agents, how long have they had the model in place? If no, are they planning on implementing At-Home agents and when/why?
      • What is their biggest challenge regarding At-Home agents?
  • State of the Industry-Overview
    • Quality talent needs are still unmet in Contact Centers: 1
            • Customer Experience D+
            • Agent Advocacy/Empathy C-
            • Efficiency D
            • Automation Features D-
    • Leo J. Shapiro & Associates, LLC
  • State of the Industry-Overview
    • In 2006, there were 112,000 home-based agents, by 2010, projections show U.S. home-based agents could reach over 300,000. 1
    • Projected 37% increase in at-home based agents.
    • According to one poll, 46% of respondents said they were using at-home agents. 1
    • Studies show that 28% of the “free agent” demographic (25-35 yrs.) would leave their current jobs for more flexibility. 2
    • And of those not in the workforce, but highly skilled, 60% would be employed if a flexible job environment existed. 2
    • US Home-Based Agent 2005-2010 Forecast and Analysis, Dec. 2005, UCN
    • Kelly Connect Webcast, CCNG, March 2010
  • At-home Benefits
    • Brainstorming Activity
  • At-Home Agent Benefits (1) 1. The Work AT-Home Agent Model for Improved Customer Loyalty, inContact, by UCN , The Telework Connection 91% 78% 76% 68% 68% 67% 55%
  • State of the Industry-Why At-Home Agents?
    • Employer Benefits. ( INCREASE REVENUE )
    • Employee Benefits ( INCREASE ENGAGMENT/SATISFACTION )
    • Flexibility for workforce management and better talent. ( INCREASE SATISFACTION )
    • Environmental Impact ( INCREASE VALUE )
    ROI/Business Case:
  • Employer Benefits
    • Capital Investments/Facilities
    • -expansion without adding brick and mortar facilities or computers, desks, chairs, etc .
    • Benefits
      • -often part-time employee model
    • Training
      • -virtual/elearning model; faster speed to proficiency
      • “ Deploying flexible home agents increases capacity by 15%-25%, reduces costs by 15%-25% and increased customer satisfaction.” 1
      • =INCREASED REVENUE
    1. Kelly OCG Services, 2010
  • Employer Benefits 1. Kelly OCG, CCNG webcast, March 2010 $2,992,000 Savings $300,000 $4,500 $6,000 Reduced Recruitment $160,000 N/A $800 PC $500,000 N/A $2,500/yr. Health Insurance $832,000 $9.00 per hr. $11.00 per hr. Wage (no benefits) $1,200,000 N/A $6,000 Facilities Annual Savings (200 seat center) At-Home In-House
  • Employee Benefits
    • Traditional work costs
      • Eating Out
      • Dry Cleaning
      • Child Care
      • Commuting (gas & car expenses)
    • Employee Loyalty
    • - Flexibility
    • - Improved work/life balance
    • - Comfortable work environment
      • = INCREASED ENGAGEMENT & CUSTOMER SATISACTION
  • Flexibility and Talent Quality
      • Expanded footprint for talent and increased quality
        • -ability to utilize screening analytics to select best candidates ex: banking knowledge, pharmaceutical knowledge
        • -ability to compete for the top candidates; no borders
        • *Traditional Agents At-Home Agents
        • 18-26 Avg. Age 30-48
        • 35% College 80%
        • Average Attrition Lower
        • Under 10 Avg. Yrs Work Over 10
        • *CBRE, Spring 2009, Exploring the Virtual Workplace
  • Flexibility and Talent Quality
      • 2. Scheduling
        • -increased flexibility for schedule times (up to 15 minutes increments), part-time, spilt shifts, ondemand
      • 3. Disaster Recovery
      • =INCREASED LOYALTY
  • Environmental Impact
    • Transportation Effects
      • Gas
      • Air pollution
      • Wear and tear on vehicle
    • “ 112,000 home-based agents saved $58 million gallons of gas and $640 million on commuting expenses, industry-wide in 2007.” 1
    1. West at Home Study Highlights, Home Agents’ Positive Environmental Impact
  • Environmental Impact 1. West at Home Study Highlights, Home Agent’s Positive Environmental Impact = INCREASED VALUE $1,714 Billion $640 Million Savings from Reduction in Commuting Expenses $468 Million $175 Million Savings from Reduced Gasoline Consumption 156 Million Gallons 58 Million Gallons Reduction in Gasoline Consumption 1,267,000 Metric Tons 473,013 Metric Tons Reduction in Air Pollution Home-based Agents in 2010 Home-based Agents in 2007 1.
  • Case Study
  • Case Study
    • Established in 1972 as the Industry Leader by being the most responsive, stable and cost-effective company in the Student Loan Management Industry.
    • Highly regulated product.
    • Call Center/Production environment.
    • Family owned and operated in Pittsburgh, Pennsylvania.
    • 25 In-house agents and 15 At-Home agents.
    Company Overview:
  • Case Study
    • Business diversifying; need for higher quality talent.
    • Location of center far from workforce pool.
    • Lower costs for staffing needed.
    • Outgrown existing facility.
    • Disaster recovery plan needed.
    At-Home Business Drivers:
  • Case Study
    • Several centers closed down in area, so job pool of highly, qualified talent available, just not in area of center.
    • Documented Job Descriptions to delineate In-House vs. At-Home agent duties, criteria and competencies.
    • Typical profile
      • -stay-at-home moms
      • -been in workforce previously and wanted part-time
      • -banking/financial first; call center second
      • -college degree
    • Phone screen and onsite interview
    • “ Birds of a feather….” referrals
    • “ You are recruiting for a lifestyle…..”
    Recruiting:
  • Case Study
    • Hiring Profiles based on high performers.
    • Job-Shadowing prior to hire.
    • Listening to calls .
    • Document job responsibilities, requirements, procedures, policies and time frames.
    Recruiting Best Practices:
  • Case Study
    • In-house (onsite), instructor-led primarily with CBT modules for systems and regulations.
    • 2 weeks: 6 days instruction, testing, roleplaying; 4 days on OJT, shadowing and mentoring.
    • Once per month brought in-house for “spot” training.
    • 1-2 weeks after initial training, brought in for testing on retention.
    • QA to re-enforce.
    • Train in-house agents separately from at-home agents.
    Training:
  • Case Study
    • Bring agents in-house, for initial training, to learn the culture and feel connected.
    • Blended Learning is best:
      • -elearning for product knowledge, processes, operations, procedures, skill knowledge
      • -Instructor-led for skill practice, feedback and re-enforcement
    • Utilize your intranet or LMS to keep accountability for learning.
    Training Best Practices:
  • Case Study
    • Utilize technology to create learning groups and provide feedback and “high touch” when in-house training is not possible.
    • Leverage elearning simulation training (call, email, chat) to ramp up the learning time.
    • Establish an assist queue.
    • Deliver ongoing training based on need identified in QA; don’t “sheep dip”.
    • Tie ongoing training to results: increased QA or decreased AHT.
    Training Best Practices:
  • Case Study
    • QA key tool for feedback.
    • Recorded calls and remote QA sessions.
    • Include At-home agents in all meetings and communications.
    • Schedule weekly “touches” with at-home agents to garner feedback.
    • Support success via IM and Chat.
    • TBD…..
    Managing/Coaching:
  • Case Study
    • Always schedule coaching sessions via WFM.
    • Create balanced scorecards that acknowledge the responsibilities and contributions of the at-home role.
    • Separate performance coaching from results coaching.
    • Maximize coaching with at-home agents to foster a sense of community (e.g. “what’s up?”).
    • Document coaching sessions and next steps electronically and store on intranet/portal.
    • Intricately weave QA into coaching.
    Managing/Coaching Best Practices:
  • Lessons Learned
    • Engagement is key! Utilize social networking to create community.
    • Allow autonomy and self-management if you have the technology/tools (WFM, QA, eLearning).
    • Solicit feedback for improvement and maximize their past business experiences.
    • Leverage at-home agents’ life experience and education.
      • Complex call types
      • High value customers
  • Final Thoughts…
    • Risks
      • Not connected to organization’s culture
      • Difficult to keep on top of performance
      • Strong internal managers may not transition well to a virtual management structure
      • Technology required to ensure customer experience must be seamless
      • Agents must be technologically savvy
      • Traditional training won’t meet the needs of these learners
    • Opportunities
      • Make sure there is clear communication, frequent touch points
      • Set up structured performance management process including monitoring, coaching and follow-up
      • Leverage new technology in the marketplace to ensure the best customer experience
      • Leverage alternative delivery methods like e-Learning
    Home Based Agents – Risks and Rewards
  • WIFM
    • Take Away Activity
  • “ Bridging the Gap between At-Home Agents and In-House Agents.” ACCE Conference & Expo June 16, 2010 Anne Ivey Slough Director, Customer Loyalty Practice [email_address] 919.779.0003