Convergys At-A-Glance - qcin.orgqcin.org/nbqp/5thnataionalconclave/presentation/manishakapur.pdf · © 2010 Convergys Corporation. All rights reserved. 2 Convergys At-A-Glance Worldwide

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Convergys At-A-Glance

WorldwideCapabilities

75,000 employees90 customer and employee contact, service and data centers worldwideClients in 70+ countries speaking nearly 35 languages

A Leading Public

Company

Listed on NYSE, S&P 500, Fortune 1000A Fortune Most Admired Company for eight consecutive yearsServe more than half of the Fortune 50 as clients

Key FactsAbout

Convergys

Host more than 1 billion customer interactions annuallyBilling for 350+ million communications subscribers worldwideNamed to the Top 10 for Innovative Use of Technology by InformationWeek (2007)

7 centers across 4 cities in India

9000+ India based agents

Support 56 programs for 17 clients spanning

Financial Services

Telecom

Technology

Automobile

Shared Services

Handle over 32 Million contacts annually

Convergys in India

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Managing Variation – Secret to Success

FINANCIAL

SERVICE DELIVERY

PEOPLE

Critical Success Factor : Delivering best in class service consistently

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Managing Variation - People

FINANCIAL

SERVICE DELIVERY

PEOPLE

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Managing Variation - People

“Be st output with optimized input”

Efficiency

Indicator of how efficiently theserv ice was prov ided

E.g. – Average worked Hrs,Login efficiency, O ccupancy etc

“How we deliver”

Effectiveness

Indicator of Q uality of service provided

E.g. – C ustomer Satisfaction (C sat),F irst Call resolution, C laim processingA ccuracy etc

“What we deliver”

PEOPLE

SERVICE DELIVERY

FINANCE

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Managing Variation - People

Averages hide variation in the process

• A ll effectiv eness and efficiency metrics are average of team performance

• Q uality Motive – A ll critical metrics to be deliv ered by more than 50% of the team members

• Result • More happy Customers• More bonuses earned by Convergys• More incentives earned by larger no. of Employee

PEOPLE

SERVICE DELIVERY

FINANCE

Average / Mean

Median

Target

Week 4Week 3Week 2Week 1

100

90

80

70

60

7068.5

70.9 71.1 72.368.8

68.6 68.5 65.1

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Managing Variation - People

1. Employee Engagement – Strong employee Engagement model focused on

Fun@workEmploy ee development and healthLeadership engagement and C orporate social responsibility

2. Employee Empowerment - Empowering the employees w ith right skill set to deliv er best in class serv ice

Soft skills – people managementLean six sigma – process and data managementProgram related skill dev elopment – client and v ertical

PEOPLE

SERVICE DELIVERY

FINANCE

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Managing Variation – Service Delivery

FINANCIAL

SERVICE DELIVERY

PEOPLE

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Managing Variation – Service Delivery

“Ef fort to Return on effort ( in terms of hours ) ”

Bi lling Yield

Total Hrs of work paid by the Client, for agiv en program

“Hours of Work Paid by Client”

Net Productivity

Total Hrs of work done by an agent

“Hours of work put in / delivered”

PEOPLE

S E R VI CE

D E L I VERY

FINANCE

E.g Paym ent is per call handl ed and to handl e100 calls it took 5 mins each.Total Hrs of Work paid by client= 100 * 5 / 60 = 8.33 Hrs

E.g 2 agents worked for 6 hrs to handle t he100 calls.Total Hrs of Work done = 2*6 = 12 Hrs

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Managing Variation – Service Delivery

PEOPLE

S E R VI CE

D E LIVERY

FINANCE

10

• AutomationIncrease IVR PenetrationCTI, Voice recognition, automated field updating etc.

• Improve productivity• Process re-engineering

• Do more work with same Head Count

Program Health Indicator (PHI) <80%

Program Health Indicator (PHI) >120%

S uggested performance zone : 80% <= BY/NP <= 120%

Program Health Indicator (PHI) =Billing Yield (BY)

Net Productiv ity (NP)%

BY > NP – getting paid for more than delivered in actual worked hrsBY < NP – getting paid for less than delivered in actual worked hrs

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Managing Variation – Financial

FINANCIAL

SERVICE DELIVERY

PEOPLE

© 2010 Conv e rgy s Corpora tion. Al l rights re se rv ed.

Managing Variation – Financial

PEOPLE

S E R VI CE

D E L I VERY

F I N A NC IAL

SiteActual Forecast Variance

Site RankingRev GP GP

% Rev GP GP% Rev GP GP%

Atria X Y Z% A B C% M N Q% 1

Pune X Y Z% A B C% M N Q% 2

Orchid X Y Z% A B C% M N Q% 3

Bangalore X Y Z% A B C% M N Q% 4

Agora X Y Z% A B C% M N Q% 5

Thane X Y Z% A B C% M N Q% 6

Unitech X Y Z% A B C% M N Q% 7

Total India L P T% E F G% I J K%

Note : Rev - RevenueGP - Gross Profit

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FROM VENDOR TO PARTNER

PEOPLE

S E R VI CE

D E LIVERY

F I N A NC IAL

Profit = Revenue - Costs

Increase C lient Revenue1. Increased Sales2. Reduced waivers to customer

Reduce Total C ost of Ownership (TCO) 1. Effort reduction ( Average Handle Time)2. Resolution in first interaction 3. Automation

FOC US ON “CLIENT FINANCIALS”

Reduced waivers more than USD 1.5 M

(> Rs 7 cr)

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VARIATION MATTERS

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Contact Details

Manisha KapurQuality Leader and Director - Continuous ImprovementIndia, Europe and Mid-EastConvergys CorporationEmail – [email protected]

Vikas MahajanSix Sigma Master Black Belt & Sr Manager – Continuous ImprovementConvergys India Services,DLF A tria, DLF City Ph 2, Gurgaon (Haryana)Email ID [email protected]

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Employee Communication Channels

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Employee Engagement Focus

• Leadership C ommunication, Town hall, Focus Groups, F ace2Face, Employee Opinion Surveys, Dine w ith Leadership, Managers’ Meeting, Meet and Greet on Birthday /A nniversary and Rewards & Recognition

Leadership Engagement

• Stress Busters activ ities on the floor, Talent Shows, Sports Ev ents, Special Costume Contests / Dress Your Manager, F amily Day, Theme Decorations (Bay /F loor), F estival celebrations

Fun@Work

• Employ ee Wellness Programs, Stress Management Workshops (Yoga, A erobics) , Health conscious awareness camps, Employee Development Workshops, C areer Fairs

Employee Development and

Health

• C ommunity Involvement, Employee volunteering or fund raising for supplies, Blood Donation C amps, Toy /Cloths/Food Donation Drives

Corporate Social Responsibility

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Key EE Interventions – Q2

Bangalore: C ricket Tournament (T10), FinC '09, Akshay Patra, GreenPeace environment awareness campaign

T hane: C ricket Tournament, Toy donation drive for Mumbai Creche, A quarium visit organised for underpriv ilged children co-sponsored by the clients, Theme parties (P irate & Disco)

Pune: Blood donation camp, Antakshari, "Wishing well" lucky dip, Paint ball - team building activ ity , Talentia '09, Community Technology centre organised for computer literacy of underpriv ilged children

A gora: " Biggest Loser Wins", TT tournament, Theme dressing, Antakshari, Rangoli competition, Dress up y our TLs.

Unitech: "U llas" Talent competition, Haute Coutre Fashion @ Unitech, Shopping carniv als, C rosswords, Sudoku, Word Jumble

Orchid: Chandni Chowk @ O rchid, Book donation to Ladakh, on motorbike, theme dressing, "Groovy 60's" Talent Show @ O rchid

A tr ia: Atria Olympics, Dance Atria Dance, Quiz Wiz '09, Operation Joy, Gurukul workshop

Monthly and Quarterly Rewards & Recognition C eremonies (MA CE & QACE), On-Floor Recognition, Service Awards, Dine

w ith Leadership, Birthday & anniv ersary Celebrations

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Program Productiv ity Metrics

A bsenteeism A gent Productivity Occupancy

Shrinkage A UXManned Time

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Program Agent Behavior Metrics

A HT A CW Hold

Short Call Rate Call T ransfer Rate Conferencing Rate

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Program Net Productivity =

(1 – absenteeism) * {(manned time * occupancy) + productive non-phone time}Total TKS Hours

Metric Formula (as in iMDS) Explanation

1 – absenteeism Headcount on floor

Manned Time Total Talk Time + Total ACW Time + Total Hold Time + Total Avail Time + Ring Time + Aux In Time + Aux Out Time + Pure Aux

AHT + Avail Time + AUXOR Total Phone Time

Occupancy Handle Time / Manned Time Handle time = Total Talk

Time + Total ACW Time + Total Hold time + Aux In Time + Aux Out Time

Time Active on Phone / Total Phone Time

Productive Non-Phone Time TKS code 51 to 85 Off the phone productive work such e-mailing etc. ie. Part of

Billing

Total TKS Hours All Time punched into TKS

Program Net Productivity

© 2010 Conv e rgy s Corpora tion. Al l rights re se rv ed.

Net Productiv ity – For every 100 people employed, how many peoples’ work do we get

Billing Yield – Billing efficiency - Hrs Paid for (other than training) over total worked hours without training

If PBU = Talk Minute or Per Call, (Occupied Time by Agent) If PBU = Worked Hour or FTE, (Agent Worked Time w/o Training) If PBU = Transaction, Flat Fee, or Production Hour, (Manned Time by Agent + TKS Other Productive Time)

Comparison of BY and NP –If BY > NP – getting paid for more than deliv ered in actual worked hrsIf BY < NP – getting paid for less than deliv ered in actual worked hrs

Suggested performance zone - 80% <= BY/NP <= 120%

Program Billing Yield vs Net Productivity

(1 – absenteeism) * { (manned time * occupancy) + productive non-phone time}T otal TKS Hours (total worked hrs w/o training)