ACCE ICMI Presentation

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ACCE ICMI Presentation

  1. 1. “ 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
  2. 2. Agenda <ul><li>Introductions </li></ul><ul><li>Contact Center/At-Home Agent State of the Industry </li></ul><ul><li>At-Home Agents 3 Key Areas (case study format) </li></ul><ul><ul><li>Recruiting </li></ul></ul><ul><ul><li>Training </li></ul></ul><ul><ul><li>Managing/Engaging </li></ul></ul><ul><li>Final Thoughts </li></ul>
  3. 3. LSA Global Introduction <ul><li>Founded in 1995 </li></ul><ul><li>Headquartered in Santa Clara, CA </li></ul><ul><li>Partnered with over 500 clients to deliver targeted business solutions, consulting solutions, and learning solutions. </li></ul><ul><li>“ 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.” </li></ul><ul><li>A+ programs, facilitators, and consultants </li></ul><ul><li>Best of breed expertise and experience </li></ul><ul><li>Bottom line impact </li></ul><ul><li>Flexibility and responsiveness </li></ul><ul><li>Deep knowledge of the client and your organization </li></ul><ul><li>Reduced overall learning costs </li></ul><ul><li>Ability to quickly and effectively scale up and down </li></ul><ul><li>Guaranteed results </li></ul>
  4. 4. Introduction Activity <ul><ul><li>Name </li></ul></ul><ul><ul><li>Role/Title </li></ul></ul><ul><ul><li>Company/What do they do? </li></ul></ul><ul><ul><li>Why are they at this session? </li></ul></ul><ul><ul><li>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? </li></ul></ul><ul><ul><li>What is their biggest challenge regarding At-Home agents? </li></ul></ul>
  5. 5. State of the Industry-Overview <ul><li>Quality talent needs are still unmet in Contact Centers: 1 </li></ul><ul><ul><ul><ul><ul><li>Customer Experience D+ </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Agent Advocacy/Empathy C- </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Efficiency D </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Automation Features D- </li></ul></ul></ul></ul></ul><ul><li>Leo J. Shapiro & Associates, LLC </li></ul>
  6. 6. State of the Industry-Overview <ul><li>In 2006, there were 112,000 home-based agents, by 2010, projections show U.S. home-based agents could reach over 300,000. 1 </li></ul><ul><li>Projected 37% increase in at-home based agents. </li></ul><ul><li>According to one poll, 46% of respondents said they were using at-home agents. 1 </li></ul><ul><li>Studies show that 28% of the “free agent” demographic (25-35 yrs.) would leave their current jobs for more flexibility. 2 </li></ul><ul><li>And of those not in the workforce, but highly skilled, 60% would be employed if a flexible job environment existed. 2 </li></ul><ul><li>US Home-Based Agent 2005-2010 Forecast and Analysis, Dec. 2005, UCN </li></ul><ul><li>Kelly Connect Webcast, CCNG, March 2010 </li></ul>
  7. 7. At-home Benefits <ul><li>Brainstorming Activity </li></ul>
  8. 8. 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%
  9. 9. State of the Industry-Why At-Home Agents? <ul><li>Employer Benefits. ( INCREASE REVENUE ) </li></ul><ul><li>Employee Benefits ( INCREASE ENGAGMENT/SATISFACTION ) </li></ul><ul><li>Flexibility for workforce management and better talent. ( INCREASE SATISFACTION ) </li></ul><ul><li>Environmental Impact ( INCREASE VALUE ) </li></ul>ROI/Business Case:
  10. 10. Employer Benefits <ul><li>Capital Investments/Facilities </li></ul><ul><li>-expansion without adding brick and mortar facilities or computers, desks, chairs, etc . </li></ul><ul><li>Benefits </li></ul><ul><ul><li>-often part-time employee model </li></ul></ul><ul><li>Training </li></ul><ul><ul><li>-virtual/elearning model; faster speed to proficiency </li></ul></ul><ul><ul><li>“ Deploying flexible home agents increases capacity by 15%-25%, reduces costs by 15%-25% and increased customer satisfaction.” 1 </li></ul></ul><ul><ul><li>=INCREASED REVENUE </li></ul></ul>1. Kelly OCG Services, 2010
  11. 11. 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
  12. 12. Employee Benefits <ul><li>Traditional work costs </li></ul><ul><ul><li>Eating Out </li></ul></ul><ul><ul><li>Dry Cleaning </li></ul></ul><ul><ul><li>Child Care </li></ul></ul><ul><ul><li>Commuting (gas & car expenses) </li></ul></ul><ul><li>Employee Loyalty </li></ul><ul><li>- Flexibility </li></ul><ul><li>- Improved work/life balance </li></ul><ul><li>- Comfortable work environment </li></ul><ul><ul><li>= INCREASED ENGAGEMENT & CUSTOMER SATISACTION </li></ul></ul>
  13. 13. Flexibility and Talent Quality <ul><ul><li>Expanded footprint for talent and increased quality </li></ul></ul><ul><ul><ul><li>-ability to utilize screening analytics to select best candidates ex: banking knowledge, pharmaceutical knowledge </li></ul></ul></ul><ul><ul><ul><li>-ability to compete for the top candidates; no borders </li></ul></ul></ul><ul><ul><ul><li>*Traditional Agents At-Home Agents </li></ul></ul></ul><ul><ul><ul><li>18-26 Avg. Age 30-48 </li></ul></ul></ul><ul><ul><ul><li>35% College 80% </li></ul></ul></ul><ul><ul><ul><li>Average Attrition Lower </li></ul></ul></ul><ul><ul><ul><li>Under 10 Avg. Yrs Work Over 10 </li></ul></ul></ul><ul><ul><ul><li>*CBRE, Spring 2009, Exploring the Virtual Workplace </li></ul></ul></ul>
  14. 14. Flexibility and Talent Quality <ul><ul><li>2. Scheduling </li></ul></ul><ul><ul><ul><li>-increased flexibility for schedule times (up to 15 minutes increments), part-time, spilt shifts, ondemand </li></ul></ul></ul><ul><ul><li>3. Disaster Recovery </li></ul></ul><ul><ul><li>=INCREASED LOYALTY </li></ul></ul>
  15. 15. Environmental Impact <ul><li>Transportation Effects </li></ul><ul><ul><li>Gas </li></ul></ul><ul><ul><li>Air pollution </li></ul></ul><ul><ul><li>Wear and tear on vehicle </li></ul></ul><ul><li>“ 112,000 home-based agents saved $58 million gallons of gas and $640 million on commuting expenses, industry-wide in 2007.” 1 </li></ul>1. West at Home Study Highlights, Home Agents’ Positive Environmental Impact
  16. 16. 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.
  17. 17. Case Study
  18. 18. Case Study <ul><li>Established in 1972 as the Industry Leader by being the most responsive, stable and cost-effective company in the Student Loan Management Industry. </li></ul><ul><li>Highly regulated product. </li></ul><ul><li>Call Center/Production environment. </li></ul><ul><li>Family owned and operated in Pittsburgh, Pennsylvania. </li></ul><ul><li>25 In-house agents and 15 At-Home agents. </li></ul>Company Overview:
  19. 19. Case Study <ul><li>Business diversifying; need for higher quality talent. </li></ul><ul><li>Location of center far from workforce pool. </li></ul><ul><li>Lower costs for staffing needed. </li></ul><ul><li>Outgrown existing facility. </li></ul><ul><li>Disaster recovery plan needed. </li></ul>At-Home Business Drivers:
  20. 20. Case Study <ul><li>Several centers closed down in area, so job pool of highly, qualified talent available, just not in area of center. </li></ul><ul><li>Documented Job Descriptions to delineate In-House vs. At-Home agent duties, criteria and competencies. </li></ul><ul><li>Typical profile </li></ul><ul><ul><li>-stay-at-home moms </li></ul></ul><ul><ul><li>-been in workforce previously and wanted part-time </li></ul></ul><ul><ul><li>-banking/financial first; call center second </li></ul></ul><ul><ul><li>-college degree </li></ul></ul><ul><li>Phone screen and onsite interview </li></ul><ul><li>“ Birds of a feather….” referrals </li></ul><ul><li>“ You are recruiting for a lifestyle…..” </li></ul>Recruiting:
  21. 21. Case Study <ul><li>Hiring Profiles based on high performers. </li></ul><ul><li>Job-Shadowing prior to hire. </li></ul><ul><li>Listening to calls . </li></ul><ul><li>Document job responsibilities, requirements, procedures, policies and time frames. </li></ul>Recruiting Best Practices:
  22. 22. Case Study <ul><li>In-house (onsite), instructor-led primarily with CBT modules for systems and regulations. </li></ul><ul><li>2 weeks: 6 days instruction, testing, roleplaying; 4 days on OJT, shadowing and mentoring. </li></ul><ul><li>Once per month brought in-house for “spot” training. </li></ul><ul><li>1-2 weeks after initial training, brought in for testing on retention. </li></ul><ul><li>QA to re-enforce. </li></ul><ul><li>Train in-house agents separately from at-home agents. </li></ul>Training:
  23. 23. Case Study <ul><li>Bring agents in-house, for initial training, to learn the culture and feel connected. </li></ul><ul><li>Blended Learning is best: </li></ul><ul><ul><li>-elearning for product knowledge, processes, operations, procedures, skill knowledge </li></ul></ul><ul><ul><li>-Instructor-led for skill practice, feedback and re-enforcement </li></ul></ul><ul><li>Utilize your intranet or LMS to keep accountability for learning. </li></ul>Training Best Practices:
  24. 24. Case Study <ul><li>Utilize technology to create learning groups and provide feedback and “high touch” when in-house training is not possible. </li></ul><ul><li>Leverage elearning simulation training (call, email, chat) to ramp up the learning time. </li></ul><ul><li>Establish an assist queue. </li></ul><ul><li>Deliver ongoing training based on need identified in QA; don’t “sheep dip”. </li></ul><ul><li>Tie ongoing training to results: increased QA or decreased AHT. </li></ul>Training Best Practices:
  25. 25. Case Study <ul><li>QA key tool for feedback. </li></ul><ul><li>Recorded calls and remote QA sessions. </li></ul><ul><li>Include At-home agents in all meetings and communications. </li></ul><ul><li>Schedule weekly “touches” with at-home agents to garner feedback. </li></ul><ul><li>Support success via IM and Chat. </li></ul><ul><li>TBD….. </li></ul>Managing/Coaching:
  26. 26. Case Study <ul><li>Always schedule coaching sessions via WFM. </li></ul><ul><li>Create balanced scorecards that acknowledge the responsibilities and contributions of the at-home role. </li></ul><ul><li>Separate performance coaching from results coaching. </li></ul><ul><li>Maximize coaching with at-home agents to foster a sense of community (e.g. “what’s up?”). </li></ul><ul><li>Document coaching sessions and next steps electronically and store on intranet/portal. </li></ul><ul><li>Intricately weave QA into coaching. </li></ul>Managing/Coaching Best Practices:
  27. 27. Lessons Learned <ul><li>Engagement is key! Utilize social networking to create community. </li></ul><ul><li>Allow autonomy and self-management if you have the technology/tools (WFM, QA, eLearning). </li></ul><ul><li>Solicit feedback for improvement and maximize their past business experiences. </li></ul><ul><li>Leverage at-home agents’ life experience and education. </li></ul><ul><ul><li>Complex call types </li></ul></ul><ul><ul><li>High value customers </li></ul></ul>
  28. 28. Final Thoughts… <ul><li>Risks </li></ul><ul><ul><li>Not connected to organization’s culture </li></ul></ul><ul><ul><li>Difficult to keep on top of performance </li></ul></ul><ul><ul><li>Strong internal managers may not transition well to a virtual management structure </li></ul></ul><ul><ul><li>Technology required to ensure customer experience must be seamless </li></ul></ul><ul><ul><li>Agents must be technologically savvy </li></ul></ul><ul><ul><li>Traditional training won’t meet the needs of these learners </li></ul></ul><ul><li>Opportunities </li></ul><ul><ul><li>Make sure there is clear communication, frequent touch points </li></ul></ul><ul><ul><li>Set up structured performance management process including monitoring, coaching and follow-up </li></ul></ul><ul><ul><li>Leverage new technology in the marketplace to ensure the best customer experience </li></ul></ul><ul><ul><li>Leverage alternative delivery methods like e-Learning </li></ul></ul>Home Based Agents – Risks and Rewards
  29. 29. WIFM <ul><li>Take Away Activity </li></ul>
  30. 30. “ 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

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