How "1823 Citizen's Easy Link" Has Improved the Enquiry Service to Citizens of Hong Kong HK Tang, Chief Executive Officer Efficiency Unit, HKSAR Government
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How "1823 Citizen's Easy Link" Has Improved the Enquiry Service to Citizens of Hong Kong HK Tang, Chief Executive Officer Efficiency Unit, HKSAR Government.
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Slide 1
Slide 2
How "1823 Citizen's Easy Link" Has Improved the Enquiry Service
to Citizens of Hong Kong HK Tang, Chief Executive Officer
Efficiency Unit, HKSAR Government
Slide 3
Background Operation of Call Centre Performance Measurement Key
Strategy Customer People Process Technology Outline
Slide 4
Too Many Numbers Too Difficult to Find 2189 8222 2184 8858 2510
6888 2363 0068 2763 9643 2989 9999 2864 9763 2363 0068 2238 0309
2038 9661 2516 7499 2510 6888 HKSAR Government has over 1 200
published numbers for enquiry and complaints HKSAR Government has
over 1 200 published numbers for enquiry and complaints
Slide 5
Too Difficult to Get Through Always busy, not answered, or
answered by machine Always busy, not answered, or answered by
machine Over 40% call abandon rate Over 40% call abandon rate
Slide 6
Inconsistent Service Levels Department Service Standard abcdef
g hij Response Times Information Quality First Call Resolution
Slide 7
IVRS Solution or Problem ? IVRS Solution or Problem ? Over 60%
callers choose to talk to an operator
Slide 8
Citizens One Stop 24 hours enquiry service No need to
understand government organisation structure Enjoy quality and
responsive service Well-deifined service standards Departments
Relief from non-core business Guaranteed service level through
Service Level Agreement Tracking of case progress and timely
reminder Useful enquiry statistics for management planning Solution
: An Integrated Call Centre
Slide 9
The most caring and convenient government call center to
provide quality services. Vision
Slide 10
Agriculture, Fisheries and Conservation Department ( )
Architectural Services Department ( ) Buildings Department ( )
Civil Engineering Department ( ) Electrical and Mechanical Services
Department ( ) Food and Environmental Hygiene Department ( )
Highways Department ( ) Leisure and Cultural Services Department (
) Marine Department ( ) Hongkong Post ( ) Rating and Valuation
Department ( ) Transport Department ( ) Labour Department ( )
Participating Departments
Slide 11
Continuing Education Fund by Student Finance Assistance Agency
Environmental Hygiene and cleanliness hotline for Team Clean Tax
Return hotline for Inland Revenue Department SARS Enquiry Hotline
for Department of Health SARS Home Confinement Hotline for Home
Affair Department Various promotion programme by Tourism
Commission, e.g. Symphony of Lights, CLP Lighting Up Hong Kong,
Hong Kong Mega Sale, etc MTR Tseung Kwai O Extension Hotline and
Westrail Hotline by Transport Department Hong Kong Infrastructure
Experience by Planning Department Ad-hoc Projects
Slide 12
Established in July 01 Monthly calls around 120K and 40K emails
7 days X 24-hours Easy to remember 4-digit number 1823 Multi-access
channels Multi-lingual Queue position / voice mail Trained agents
140 Well-equipped positions 91 Internet EMAIL Overview
Slide 13
HaveDept(s)ResponseUpdate citizen and Close file Reminder /
Escalation to Dept(s) to Dept(s)RouteServiceRequests to Dept(s)
Slope Location Etc. etc. HaveDept(s)Response Hotline No.
KnowledgeBase CustomerRelationsManagement Citizen Enquiry/
Complaints Open contacts file & Log details Consult Knowledge
Base Depts Enquiry handled SLOPE Slopejkjkjjkwjek Locatiojkskn Etc.
etc.y Kjkjjkjekkrkejre kflkfldkf kksldk ksld Jkjuwiiuiuiu iui kkdk
Mode of Operation
Slide 14
NatureItemsTarget ServiceCall AnsweredMore than 90% of call
received Abandoned RateLess than 10% Telephone Service Factor More
than 80% of calls answered within 12 sec QualityFirst Time
ResolutionMore than 90% External Customer Satisfaction More than
3.8 (out of 5- point scale) ProductivityAverage Call Handling Time
Less than 340 seconds OccupancyMore than 70% Performance
Measurement
Slide 15
Call Received vs Call Answered
Slide 16
Email from Citizen
Slide 17
Target > 80% Call Answered within 12 Seconds
Slide 18
Average Speed to Answer
Slide 19
Target < 10% Abandon Rate
Slide 20
Target > 90% First Time Resolving Rate
Slide 21
Target > 3.8 (5 point scale) Customer Satisfaction
Slide 22
Complaint vs Comnpliment
Slide 23
Target < 340 Seconds Average Call Handling Time
Slide 24
Strategy Process Technology People Customer Key Strategy
Slide 25
On-going Customer Satisfaction Survey Monitor customer
satisfaction towards the service and individual staff Continuous
customer satisfaction survey to all callers through an automated
IVR system Internal Call Monitoring Supervisors will monitor at
least 100 calls/emails per month Voice and screen monitoring with
well-structured guidelines Calibration by QA Officer to align
assessment standard Intensive coaching to drive on-going
improvement Complaint & Compliment analysis Monitor trend
Understand nature for improvement Customer - External
Slide 26
Flexible charging scheme to departments Savings achieved by
departments by transferring enquiry service to 1823 CEL An agreed
sum based on call volume Fee per call Agreed number of call agents
Principle : break-even not profit making Customers - Internal
Slide 27
Partnership with Departments Regular departmental Liaison
Meeting and ad-hoc meeting to discuss department-specific issues
Dedicated Liaison Officer from ICC to work closely with department
to ensure smooth daily operation, timely update of information in
Knowledge Base and response to requests from departments Dedicated
Business Process Re-engineering Team to review and streamline the
process, procedures and knowledge base Service Level Agreement with
Departments Roles and responsibilities of ICC and Department
Service standards Internal escalation to ensure timely action and
response to enquiries/complaints Customers - Internal
Slide 28
Jenny LAI Call Center Mgr (Ops) Jenny LAI Call Center Mgr (Ops)
H K TANG CEO H K TANG CEO Chris CHU Assistant Mgr (System Support)
Chris CHU Assistant Mgr (System Support) George NG Manager (Adm)
George NG Manager (Adm) Assistant Call Center Manager (Ops) Ricky
CHEUNG Arthur CHOI Becky LEUNG Assistant Call Center Manager (Ops)
Ricky CHEUNG Arthur CHOI Becky LEUNG Terry YIM Mgr (System Support)
Terry YIM Mgr (System Support) Call Center Supervisors Admin.
Assistant Technical Support Officers Admin. Assistant Training
& QA Officer Venus YAU Prudence SZE Training & QA Officer
Venus YAU Prudence SZE Senior Call Center Agents / Call Center
Agent Ming PANG Senior Call Center Mgr (Ops) Ming PANG Senior Call
Center Mgr (Ops) Business Process Re- engineering Team Assistant
Call Center Manager (Adm) Wickie LAM Patrick PI Assistant Call
Center Manager (Adm) Wickie LAM Patrick PI Organization Chart
Slide 29
Recruitment criteria tightly tied to job requirement, e.g. for
agents Qualification: F5 standard with pass in English &
Chinese Experience: Minimum 1 year customer service or call center
experience Skills: Typing skills Personal competency: customer
service and communication skills New recruits will go through an
intensive assessment on the followings during the training period
before qualified to handle call Customer Service skills System
& computer skills Department knowledge and procedures 1823 CEL
standard QA officer will closely monitor the performance of new
recruits on a daily basis for one month before handling over the
staff to operation division People - Recruitment
Slide 30
Induction Training for New Recruits NatureContentCourse
Duration Orientation1 Day Soft Skill TrainingEffective Customer
Service Training2 Days Team Building & Effective Communication1
Day Quality Assurance0.5 Day System TrainingUse of Telephony
System0.5 Day Siebel Operation and Procedures4 Days Departmental
Knowledge Training4 Days Field Practice & Assessment5 Days
People - Training
Slide 31
Other Training e.g. EQ Course, how to handle difficult
customers, first aid training Training on new system features
Customer service focus Group Refresher training on updated
departmental knowledge About 4 months to complete multi skill
training Training for departmental knowledge for new recruits (1.5
to 3 days per department) 18Induction training for new recruits
Personal Competency Departmental Knowledge System Skills Customer
Service Skills DaysTraining 0.5 1 0.5 0.5 1
Slide 32
Motivation Scheme Smart Agent of the Month Smart Agent of the
Year Smart Team of the Month Best Coach of the Year Call of the
Month Award: Gift (e.g. hotel buffer coupon) Certificate Higher
priority for Training or Visiting People Motivation
Slide 33
Weekly operation and QA meetings with supervisors to review
agent performance Monthly team meeting amongst supervisors and
agents to build team spirit and enhance peer learning Tea meeting
with agents to enhance communication in an informal manner
Bi-monthly lunch gathering with all staff to build up morale and to
present awards Annual retreat day for all staff to cultivate call
centre culture and align vision Annual Staff Satisfaction Survey to
collect staff feedback People - Communication
Slide 34
Help staff set up a Recreation Group ( ) With the support of
management, the Group itself organizes Staff opinion poll Visit to
client departments Bi-monthly tea gathering and birthday party
Recreation activities such as outings Competitions Support
Slide 35
Management Process Performance Management Quality Assurance
Recruitment & Training Resources Management System and
Procedure Enhancement Customer Handling Process Knowledge Base
Updating Procedure and Standard Script Siebel Operation
Process
Slide 36
Assess individual staff performance based on a set of
measurable Key Performance Indicators in the areas of Service,
Quality and Productivity to Drive performance of individual staff
and self-motivation for improvement Provide clear guidelines for
performance assessment and contract renewal Provide a basis for the
incentive scheme Process Performance Management
Slide 37
Incentive Scheme Each of the staff is assigned personal
performance targets Achievement of targets by staff will affect
their entitlement to contract-end gratuity additional annual
leave
Slide 38
Process Performance Management
Slide 39
Average Performance Score % of Gratuity Payment Extra Annual
Leave Day 90-100100%1 Day 80-8990%1 Day 70-7980%0.5 Day 60-6970%0.5
Day 50-5960%Nil Below 500%Nil Process Performance Management
Slide 40
Process Quality Assurance Regular call monitoring Management
Information Report Complaint from caller/department Supervisor /
Manager observation Call evaluation and calibration Identify and
prioritize areas for improvement Agent coaching Refresher training
Knowledge base update Procedure review System enhancement
Slide 41
100% calls recorded by voice logger system Supervisors carried
out call monitoring and complete evaluation form in system Each
supervisor evaluates a minimum of 100 calls/emails per month Call
evaluation emphasizes on accuracy of information given Carry out
coaching and arrange training if required QA officer carried out
calibration for evaluation by supervisor to align standard Process
- Call Monitoring
Slide 42
Scoring Accuracy of Information 50% Call Handling Procedures
10% Customer Service Skill 15% Use of Siebel 15% Knowledge Base 10%
Frequency 1-2% calls were monitored Supervisors submit weekly
report Process - Call Monitoring
Slide 43
Ad-hoc Updating From departments From callers From ICC Update
information to Knowledge Base Annual Review Initiated by ICC Ensure
information accurate Ensure information accurate Change KB
structure to facilitate call handling Change KB structure to
facilitate call handling Process KB Update
Slide 44
Technology Architecture
Slide 45
Voice Telephone System (Avaya) Interactive Voice Response
System (Apex) Computer Telephony Integration (Avaya, Q-Phone)
Voice, Screen Logger (Nice) Data Email System (Microsoft Exchange)
Fax System (Faxgate) Web Site (Microsoft IIS) Application Work
Force Management System (IEX Totalview ) Customer Relationship
Management System (Siebel) Customer Satisfaction Survey System
(Apex) Analytics Call Management System (Avaya) Performance
Management System (Custom-made) Others Backup Server (Veritas)
Antivirus (Symantec) Technology Solution
Slide 46
Siebel 2000 (Service) is applied as the CRM Solution. Enquires
and complaints are handled via different channels, telephone call,
email, fax and e-form. Enquires are handled by agents consulting
the Knowledgebase with Keywords and Subject matter. Complaints are
logged based on the specific questions of the selected Subject
Matter. Complaints are referred to action parties according to the
assignment guidelines via e-mail/ fax or phone call for urgent
cases. Reminder and escalation for non-action will be sent to
action parties based on the Service Level Agreement. Cases are
retrieved by caller contact telephone number, email address, case
reference etc. Case status enquires from different channels can be
handled Cross department cases can be handled CRM Solution
Slide 47
2 levels of contingency plan Disaster Recovery (Fire, Bomb
Threat, ACD, CRM server, Telephone network, electricity supply, air
conditioning) Business Continuity (IVRS, Email system, Fax system,
CTI) In case of Disaster, operation floor will be vacated. Call
flow of Disaster will be activated to inform the disaster and
caller may leave voice mail if necessary and server (except ACD and
voice mail) will be shut down. Setting up a backup site.
Contingency
Slide 48
SystemTriggerImpactRecovery Action FireFire AlarmVacate
floorDisaster announcement. Bomb ThreatReported bomb threatVacate
floorDisaster announcement. Telephone Network Monitored by
Technical Support; No incoming call No incoming callDisaster
announcement. ACDMonitored by Technical Support; No calls to agent
No calls to agent Disaster announcement. CRM ServerMonitored by
Technical Support No access to knowledge and case logging Complaint
logged on standard form and jot Enquiry cannot be handled and call
back caller when system recovered Electricity Supply Alarm in
Server roomNo power supply UPS step by automatically to support
server and workstation. After 1 hr vacate the operation floor and
change call flow to disaster announcement Air conditionerStaff in
operation floorHot and poor air circulation Open window After 1 hr
vacate the operation floor and change call flow to disaster
announcement Disaster Recovery Plan
Slide 49
SystemTriggerImpactRecovery Action IVRSMonitored by Technical
Support Calls cannot be routed to agents Change call flow to route
direct to agents Email ServerMonitored by Technical Support No
incoming and outgoing email Outgoing email by internet mail instead
of email server Fax ServerMonitored by Technical Support No
incoming and outgoing fax Print the fax and send it out by fax
machine CTI ServerMonitored by Technical Support No screen pop up
Agent change to another CTI client Greet caller by standard 1823
greetings Business Continuity Plan
Slide 50
DepartmentScheduleAdditional calls per annum Rating &
Valuation Department account and billing enquiry March 2004210,000
Labour DepartmentJune 2004600,000 Companies RegistryDecember
2004110,000 Hongkong Post - Calls diverted from branch offices
September 04 to March 05 100,000 Future Plan External Customer
Slide 51
To cope with expansion Rented 16 positions from the private
sector Setting up a second call centre with 50 positions To build
another training room to free up existing training positions for
call handling Future Plan External Customer
Slide 52
To introduce a Web-based Case Management System to enhance
co-operation between ICC and departments Departmental officers can
retrieve details of their cases through the internet Departmental
officers can update the case progress and provide interim/ final
reply through the internet The system enhance the transparency of
case handling by 1823 CEL and departmental officer Future Plan
Internal Customer To conduct Internal Customer Satisfaction
Survey
Slide 53
Introduced a computerized Performance Management System For
staff to keep track of their own performance and award of
incentives As a data warehouse to consolidate performance
statistics for management planning Future Plan - Staff