Since our establishment in 2000, CallForce has developed a sound reputation for providing outsourced people solutions that allow our clients to enjoy a number of operational and financial benefits. We combine our HR expertise with the knowledge of our client’s environment to design, implement and manage outsourced people solutions, resulting in improved business performance for our clients.

1. Innovative
People Solutions
CHT Presentation
“It’s all about Optimising
the Client Experience”

2. Agenda
30-9-2016 CallForce Presentation 2
Overview of Agenda
Agent and Customer Satisfaction
Overview of our Case Study
Key Elements to our Success
Check List for Optimising the Client Experience
Sharing Stories of Success
Q&A
Introduction

3. Agenda
30-9-2016 CallForce Presentation 3
My Background & Experience in Outsourced People
Solutions
Started CallForce in
2000 with 2 staff
Grown to hundreds of
internal staff over the
past 16 years
Focus on BPO service,
flexible and permanent
recruitment services in
the Contact Centre
industry
Key differentiator in
my business is PEOPLE
Selected as Endeavor
Entrepreneur in 2005

4. Agenda
30-9-2016 CallForce Presentation 4
Overview of Agenda
Overview of our Case Study
Key Elements to our Success
Check List for Optimising the Client Experience
Sharing Stories of Success
Q&A
Agent and Customer Satisfaction
Introduction

5. 30-9-2016 CallForce Annual Address 5
Organisations say that customers are their main focus
yet they remain more focused on cost
Employee dissatisfaction leads to customer dissatisfaction and lack of
profitability in the contact centre

6. 30-9-2016 CallForce Annual Address 6
Agents believe that they are undervalued by
their companies
59.9%
26.9%
25.2%
27.4%
9.4%
27.9%
3.5%
8.5%
2.0%
9.5%
Strongly Agree Agree Neither agree nor disagree Disagree Strongly Disagree
My role in the
company I work
for is important
The company I work
for thinks I am
important
85.1% of agents believe
their role in the
company is important
However, only 54.3%
believe that the
company they work for
thinks their role is
important

7. 30-9-2016 CallForce Annual Address 7
There are two very important aspects that a
customer expects of a call
Transactional Needs
What was the call
outcome?
Was the call resolution to
the clients satisfaction?
How accurate was the
information?
Did the agent keep his or
her promise?
Emotional Needs
How was the call handled?
Did the client feel important?
Was the client the centre of
attention?
Was the client treated as an
individual?
Was the client in control of the call?
Was the client valued?
Was the agent on the customer’s
side?

8. 30-9-2016 CallForce Annual Address 8
The emotional needs of the customer are
also the emotional needs of the agent
The Customer Universe The Agent Universe
Does the client feel important?
Is the client the centre of
attention?
Is the client treated as an
individual?
Is the client in control of the call?
Is the client valued?
Is the agent on the customer’s
side?
Does the agent feel important?
Is the agent the centre of attention?
Is the agent treated as an
individual?
Is the agent in control of the call?
Is the agent valued?
Is the Contact Centre on the
agent’s side?

9. 30-9-2016 CallForce Annual Address 9
Each department in the organisation has the opportunity to
see their contact centre agents as useful extensions of themselves
Importance of the
agent’s role
Integration into
overall business
strategy
Breaking down
traditional barriers
Gold mine opportunity
Seen in this integrated fashion, the contact centre therefore becomes an
integral part in the overall business strategy of the company

10. 30-9-2016 CallForce Annual Address 10
The interface between the customer and the company is
directly impacted by the agent morale in the contact centre
Customer satisfaction begins with employee satisfaction
“Clients do not
come first.
Employees come
first.
If you take care of
your employees,
they will take care
of the clients”
Richard Branson

11. Agenda
30-9-2016 CallForce Presentation 11
Overview of Agenda
Agent and Customer Satisfaction
Key Elements to our Success
Check List for Optimising the Client Experience
Sharing Stories of Success
Q&A
Overview of our Case Study
Introduction

12. 30-9-2016 CallForce Annual Address 12
Our Case Study
“It’s all about Optimising the Client Experience”
Partnership

13. 30-9-2016 CallForce Annual Address 13
What makes ITutorGroup so Successful?

14. 30-9-2016 CallForce Annual Address 14
The CallForce Virtual Language Centre Operation
Across 12 different levels
Into 3 Asian Countries
Operating from 23:30 to
18:30 / 365 days per year
Deliver 45 minute
training sessions
2 Centres in Johannesburg and Cape Town

15. 30-9-2016 CallForce Annual Address 15
Our Journey on this Project
Went live within 9 weeks on
6 August 2014
6 month Pilot successful
Long term contract
DTI incentive
Grown to over 300
Language Consultants

16. 30-9-2016 CallForce Annual Address 16
Service Levels Required
Student Rating – above 9/10 Complaints Index ratio of 1:125
Low Rating % - below 5% Compliments Index ratio of 1:10

17. Agenda
30-9-2016 CallForce Presentation 17
Overview of Agenda
Agent and Customer Satisfaction
Overview of our Case Study
Check List for Optimising the Client Experience
Sharing Stories of Success
Q&A
Key Elements to our Success
Introduction

18. 30-9-2016 CallForce Annual Address 18
There are five key elements to our success
SUCCESS
Attracting
Growing&Developing
Benchmarking&Optimising
Performance
StrongLeadership
HighPerformanceCulture

19. 30-9-2016 CallForce Annual Address 19
To attract and retain agents in this high-turnover era
we must meet their top 5 work-place needs
Work/Life
Balance
Workplace
Culture
Varied
Job Role
Management
Style
Training

20. 30-9-2016 CallForce Annual Address 20
Attracting and Retaining Top Talent
Broad Sourcing Strategy
Customised recruitment
and assessment process
Strict measurement
against criteria
Incorporate training into
the selection process
“Where do you find Top Performers when
they have never done this job before?”

21. 30-9-2016 CallForce Annual Address 21
Stage: 1 Stage: 4 Stage: 5Stage: 3Stage: 2
Coaching,
mentoring and
development
based on KPI’s
Ongoing
consultation and
skills
development
Induction &
orientation –
focus on culture
match
Growing and Developing our Team
Developed our
own customised
training material
“Probation Consultants achieve an average rating of 9.2”
4 week phased
Incubation
Process

22. 30-9-2016 CallForce Annual Address 22
Analysis of MIS Reports Workforce Planning
Performance enhancement
plans
Shift Management
Benchmarking & Optimising Performance

23. 30-9-2016 CallForce Annual Address 23
When agents were asked what they liked about their job, relationships
with management feature strongly
Leadership is fundamental to our Success
“Open relationship with
management.”
“Good relationship
with colleagues and
managers.”
“Self management is
encouraged.”
“Open Door
Policy.”
“Management is very
friendly.”

24. 30-9-2016 CallForce Annual Address 24
Creating a High Performance Culture
Maintaining Motivation
Through Recognition
Commissions and
Incentives
Daily Compliment
Feedback
Weekly performance
feedback on ratings,
compliments etc
Management emails
to acknowledge
exceptional
performance
Performance
competitions

25. 30-9-2016 CallForce Annual Address 25
Although our agents would love a monetary reward, they
also consider recognition through career development
rewards as important
Invitation to
a Boardroom
meeting
Invitation to
additional
training
Spend "a
day in the
life" of an
executive
from your
company
Opportunity
to attend a
business
conference
Monetary
rewards
linked to
performance
Recognition
- certificates
/ wall of
fame
First option
of choice of
shifts
Time off
22.0%
40.9%
53.8%
45.4%
60.5%
65.8%
37.7%
50.3%
44.0%
41.4%
34.9%
42.1%
34.1% 23.5%
33.9%
29.1%
14.8%
7.0%
9.1% 9.8%
4.3%
8.0%
14.8%
15.1%
19.2%
10.8%
2.2% 2.7% 1.1% 2.7%
13.7%
5.6%

26. 30-9-2016 CallForce Annual Address 26
Lack of recognition, lack of career opportunities, and poor
leadership are within the top five key reasons why agents
leave sooner than expected
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
A B C D E F G H
68.4%
49.1%
45.0%
25.1%
22.8%
18.1%17.5%15.2%
A The money is not enough
B
Lack of recognition and
appreciation
C
Feeling that this is a dead
end job
D
A lack of positive and
supportive leadership
E Family responsibilities
F
The distance I must travel to
work
G
Problems caused by shift
work
H
Poor relationship with team
leader/supervisor
(Agents were asked to choose the 3 most likely)

27. Agenda
30-9-2016 CallForce Presentation 27
Overview of Agenda
Agent and Customer Satisfaction
Overview of our Case Study
Key Elements to our Success
Sharing Stories of Success
Q&A
Checklist for Optimising the Client Experience
Introduction

28. 30-9-2016 CallForce Annual Address 28
The Checklist to Optimising the Client Experience
Robust and integrated
contact centre strategy
Effective communication
and commitment to brand
strategy
Acknowledge the role of the
agent and value to client
satisfaction and retention
Understanding what
motivates staff through
effective communication
Communicate to all staff
Acknowledge in broader organisation
communications
Communication forums
Constantly re-enforcement
Link to performance management
Accurately measure customer service index linked to CSI
Performance awards
Variety in job function
Increased responsibility
Actively listen
Conduct agent surveys
Hold agent forums
Provide feedback
Translate into practical plans
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29. 30-9-2016 CallForce Annual Address 29
The Checklist to Optimising the Client Experience
Reasons for attrition
Recognition of agent
success
Investment in
development of skills
Conduct exit interviews
Analyse results
Conduct follow up exit interviews
Feedback to organisation
Devise practical plans to address issues
Effective performance management model
Public recognition
Link to rewards
Provide excellent training
Link additional training to performance incentives
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30. 30-9-2016 CallForce Annual Address 30
The Checklist to Optimising the Client Experience
Leadership approach
Lifestyle
Job security
Clearly define accepted leadership style
Invest in top leadership training particularly at
Team Leader level
Do not tolerate unacceptable behavior – Collusion!
Open and honest feedback to managers regarding
leadership
Performance management model to drive right
behavior
Linked to performance incentives
Provide flexibility to staff and link to performance
Community approach
Performance = job security
Career development plan
Permanency where appropriate
Monthly salaries vs. weekly wages
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31. 30-9-2016 CallForce Annual Address 31
The Checklist to Optimising the Client Experience
Recruitment strategy
Remuneration and
benefits
ROI Model
Develop correct profile of staff suited to the
culture and job function
Robust recruitment process to ensure accurate
selection of staff
Offer market related remuneration
Stepped salary scale based on performance and
skills acquired / added responsibilities
Create model to motivate and substantiate
investment
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32. Agenda
30-9-2016 CallForce Presentation 32
Overview of Agenda
Agent and Customer Satisfaction
Overview of our Case Study
Key Elements to our Success
Check List for Optimising the Client Experience
Sharing Stories of Success
Q&A
Sharing Stories of Success
Introduction

33. Agenda
30-9-2016 CallForce Presentation 33
Sharing Stories of Success
Effective implementation and
consistent application is the real
key to success
Creating a plan is essential and
specific to each environment
Create think tanks with
colleagues in the industry
Wealth of experience in
the room
Share your experiences
Think about your own
experiences within the
workplace

34. Agenda
30-9-2016 CallForce Presentation 34
Agent satisfaction leads directly to customer satisfaction
and overall contact centre success
Agent Universe = Customer Universe
Customer
Satisfaction
Revenue
Growth
Profitability
Customer
Loyalty
Satisfied
Clients
Satisfied
Agents
Internal
Service
Quality