Implementation of a Virtual Customer Care Program: How to Guarantee Success 093009

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Implementation of a Virtual Customer Care Program:

How to Guarantee Success

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Agenda

• Virtual customer care: in-house or outsource?

• Hiring, training, retaining, coaching and supervising a virtual workforce

• Workforce management • Industries best suited for virtual

customer care • Best practices and case studies

‘The Nation’s Leading Telework Education and Advocacy Organization’

Enabling and Supporting the Advancement of Virtual, Mobile, and Distributed Work through

Research, Education, Technology, and Legislation

Jack Heacock Sr. Vice President

[email protected] [email protected]

(202) 266 – 0046 ext. 103

Copyright 2009, The Telework Coalition, All Rights Reserved

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Legislation~

Change thatEncourages

Success

How toImplement

~

IT + P³ = E³

Education~

WHY Telework?Research, Models,

and Successes

Technology~

The EnablerOf

TeleworkTelework

~Work@Home™

The Program

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The Challenges

For Employers For Managers For Employees For the Organization

•Trust•“How do I know they’re

working?”•“What if I need them

right away?”•Safety and ergonomics

•Developing necessary metrics

•Learning to manage by objectives

•Managing from afar

•Work as a social place•Lack of suitable

“work@home” space•Resentment from non-

teleworking associates

•Security concerns: loss/compromise of data

•Facilities/real estate issues

•Online screening•Online Training


Why try to solve Information Age problems with Industrial Agetransportation solutions?

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Donald Trump on Successful Teleworking*

“It takes a good manager - and a great employee -for teleworking to succeed…”

* from Trump Blog, 9/29/08

“It should be easy to tell if teleworking employees are getting their jobs done. Their work output should speak for itself…”

“There’s a huge trust issue. But if you don’t trust your employees, you shouldn’t have hired them in the first place…”

“Managers should know if they can be hands-off enough to let employees do their own thing out of the confines of the traditional office environment”

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http://www.trumpuniversity.com/blog/post/2008/09/management-tips-trusting-telecommuters.cfm�

The Formula…


IT + P³ = E³©

“For Successful Work Today”

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IT + P³ = E³©

• The enabling Information Technology• Plus the implementing Policies,

Processes, and Procedures• EQUALS the Economic, Energy, and

Environmental benefits for the Work@Home™ employees, their employers and the customers and communities served

See: The Telework Coalition’s Top Ten Reasons for the Virtual Workforce ©

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‘IT’ Support forHiring Training Managing

Broadband to the Home Office LevelSaaS Software-as-a-Service / SolutionOn-Line Predictive Screening for New HiresOn-Line 24X7 Training – Performance Stat’sWFM: Self-Scheduling / Split-ShiftQuality Assurance & Coaching are MergingSupervisors / Managers Work@Home too!

Copyright 2009, The Telework Coalition, All Rights Reserved 9

P3

Policies Processes Procedures

Complement the enabling technologies to move forward for successReinforced with internal communicationsKeep everyone informed, engaged and enthusiastic: WII – ‘FM’Recognize the higher abilities of the more mature teleworker –Flatter Organizations


Internal Resources• Our experience shows that HR is rarely the

leader in advocating distributed work. Management most often needs to set a clear priority before Human Resources will act and step into a leadership role,

• IT is typically understaffed & over budget,• Facilities are not noted for flexibility in

capturing and returning budget for under utilized and unnecessary offices, and

• Finance needs to ensure the development of a clear telework program with metrics


E3

Economic EnvironmentEnergy

Competitive homeshore quality advantages, for greater ROI and customer satisfactionReduce dependence on foreign energy, especially petroleum productsLower carbon footprints, greenhouse gas emissions, and improve air quality


Best Suited IndustriesFlexible Work: “Adjusting the Where andWhen of your Job” BLS OOQ, Summer 2007, pp. 14-27


Computer and mathematical 8.9Life, physical, and social science 6.6Business and financial operations 6.4Community and social services 6.1Arts, design, entertainment, sports, and media 6.0Legal 6.7Management 5.6Sales and related 5.1Personal care and service 4.6Architecture and engineering 3.4Healthcare support 2.3Office and administrative support 1.9Education, training, and library 1.9

Per cent of industry that Work@Home™ at least one day per week – May 2004 BLS Survey

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Create your own Work@Home™Program? Or Outsource?

‘Rocket Science’ is involved!Many small and medium sized companies lack the internal resources to construct and implement a successful telework programIT is the ‘easy part’ The P³’s are most often the ‘show stoppers’Make the most of the ‘New Ways of Working’ through the expertise and experience of successful practitioners / programs

Also read: WHAT EVERY SENIOR EXECUTIVE NEEDS TO KNOW ABOUT DISTRIBUTED WORK by www.telcoa.org and www.newwow.net


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Case StudiesInternational Multi-merchant RetailerGlobal Financial Credit Card Provider

Upscale Fashion Retailer

Implementation Best PracticesTools and Platform

RecruitingTraining

Leadership support


Case Study 1

Call Type: Sales and customer services

Objective: Maintain “Brand” while addressing seasonal volume

Challenge: Challenges ramping up for heavy spike in seasonal holiday volume; desire to improve the customer experience and improve KPIs

Solution: Deployed dedicated, home-based team with retail sales experience who love the brand

Impact: Service levels up by 60%; email completion rate improvement of 41%; reduced program AHT for the client by an average of 22 seconds within 2 months

International Multi-Merchant Retailer


Case Study 2

Call Type: Credit card customer support and benefits management

Objective: Provide dedicated team to handle multiple benefits and rewards call types

Challenge: Fragmented Card Member experience being directed to multiple vendors; desire to improve overall Card Member satisfaction

Solution: Provided a multi-skilled team to handle all Card Member interactions and provide single voice

Impact: Dedicated team allowed client to consolidate vendors, improved first-call resolution by 40% and improve the Card Member satisfaction by 15%

Global Financial Credit Card Provider


Case Study 3

Call Type: Incoming orders, order tracking, customer service

Objective: Increase total sales, sales conversions while maintaining cost per contact

Challenge: Inefficiencies with multiple outsourcers ; desire to improve customer satisfaction and maximize KPIs

Solution: Provide highly-skilled Brand Ambassadors with both customer service expertise;a real passion for fashion and love of the brand

Impact: Improved customer experience; increased total sales conversions by 23% and decreased cost-per-contact by 18%

Luxury Online Fashion Retailer


Implementation Best PracticesTools and platform

RecruitingTraining

Leadership support


Platform of Tools for Success

12/22/2010Confidential & Proprietary VIPdesk Information


Tools to Support Operations

• Listen to/search calls• 100% call recordingCall Recording

• Integrated with recordings• Grade and report scores Quality Grading

• Internal chat application Communications

• Reports call, email and chat dataReporting

• Online recruiting portalRecruiting


Find the Best People

Pass Basic Qualifications

Pass Client Specific Qualifications

Pass Hardware/Software Requirements

Pass Resume and Phone Screen

Pass Credit/Criminal Check

Complete Agreement and Tech Setup

Complete/PassTraining

Go Live

Maintain High Level of Selectivity


Virtual Learning Best Practices

• Dedicated teams

• Smaller classes - 1:15 Instructor to Brand Ambassador ratio

• State of the art LMS (Learning Management Tool)

• Tiered education strategy to allow for learning "checkpoints“

• Instructor-led sessions

• Self-paced modules/simulators

• Software education and practice

• Incorporate video

• Extensive role-play

• Assessments and benchmarks required for passing


5 Keys to Successful Remote Management

1. Organization-wide buy-in to model

2. Communication mechanisms

3. Clear key performance objectives

4. Tools to support virtual operation

5. Recognition and rewards


Recognition

• Call recording, grading

• Performance Dashboards

• Contests

• Bonuses for top performers

• Individual, team and company recognition

• Performance-based scheduling

• Virtual awards


Corporate Culture Considerations

• Leadership Team can also be home-based

• Home-based team requires culture of open communication

• Performance-based management approach is key

• Supply team with support – program experts

• Leadership structure must be conducive to home-based structure

• Managers must be “coaches” – providing resources, support and best practices

• Virtual recognition/awards


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Thank You for Attending!

Jack HeacockSr. President

[email protected](202) 266-0046 x. 103

Sally HurleyPresident

[email protected](703) 837-3518