Sitel ANZ W@H Event Presentation

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Sitel Australia Seminar Series “Australia & Work At Home Solutions”

Transcript of Sitel ANZ W@H Event Presentation

Page 1: Sitel ANZ W@H Event Presentation

Sitel Australia Seminar Series

“Australia & Work At Home Solutions”

19 & 20 Oct 2016

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Sitel and Work At Home Solutions

In October 2016 Sitel Australia held a seminar series on the Work at Home revolution taking place around the globe.

This presentation is a summary of his presentation slides.

Our guest speaker was Marc Robinson, the Sitel global leader for Virtual Desktop Integration.

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Sitel at a GlanceA global leader in omnichannel customer experience solutions

…complete package of customer care services…

…delivered across all world regions…

…focused on reducing customer effort…

…serving a highlydiverse client base

United States 29Canada 2Mexico 1Panama 3Colombia 2

Brazil 3Nicaragua 2Netherlands 2United Kingdom 7

Denmark 5Germany 11Spain 10Portugal 3Serbia 1

France 4Morocco 3Poland 1Bulgaria 2India 5

Philippines 13New Zealand 1

Founded

1985

Countries70

Locations146

Revenues

*

Contacts daily

2.1m

Languages48

Employees75,000

Source: Global F&F R2: Nov 2015, *R1: Feb 2015

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Work @ Home Case Studies:

Global Insurance Provider Travel and Leisure Cable TV High Technology OEM

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Experience shared.

Work@Home Solutions: High-technology (OEM) Global diversified electronic manufacturer that provides a wide range of products and services in four business domains: digital, electronic devices, infrastructure systems, and home appliances.

Business opportunity

Deploy a pilot to help client validate whether their business could be handled in an at-home setting while still delivering a level of support requiring a lab environment

How we helped

Launched Work@Home utilising assessed and prequalified agents

Implemented dedicated chat SME group to simulate a virtual “lab” environment

Aligned agents to call arrival patterns for maximum efficiency + created a “burst capability” for real time needs

Experience delivered

Made a positive impact on client KPI’s and improved overall

concern in a high-touch environment

39-second improvement in AHT

5.13% increase in resolve rates

Higher overall CSAT score

13% increase in consent rate13%

M2 M3M1

%Consent Rate

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Experience shared.

Work@Home Solutions: CableTVOne of the world's leading providers of digital television entertainment services, delivering a premium video experience for more than 32 million customers in the U.S. and Latin America.

Business opportunity

Accommodate peaks and valleys (client’s volume spiked heavily in the mornings and again later in the day)

Align staffing in center to split shifts and part-time schedules to meet call arrival patterns

How we helped

Aligned call volumes with client forecasts

Successfully “burst” hours and staffing for seasonal spikes during NFL season

Experience delivered

Top 3 out of 12 in sales and upgrades

#2 Site out of 12 for ACE in FY‘12

Added three additional lines of business

Reduced the call transfer rate by 50%

4.5%

M2 M3M1

%Conversion Rate (Call/Upsell)

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Experience shared.

Work@Home Solutions: Global Health Care: Insurance Provider Household name in the Healthcare, Medical Insurance enrollment space. Low off-peak volume with aggressive headcount requirements for 5 months of the year.

Business opportunity

Provide a low level of non-seasonal support in order to maintain product expertise

Scale at peak season to support cyclical volume events

Create a real time burst mechanism to support “just in time” volume event

How we helped

Yr 1. piloted 50 agents to prove the model

Yr 3 providing 300-500 FTE support capacity

Largest scaling region providing the highest number of seasonal support agents; bests solution for client needs

Ability to ebb and flow support more fluidly, improves TCO

Fast reaction burst capability, providing a safety net when unexpected volume materializes (20-30% )

Experience delivered

Average 45 day speed to proficiency verses physical sites at

60-90 days

Reduced production attrition

Reduced Production absenteeism

Quality assurances scores improved

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Experience shared.

Work@Home Solutions: Travel & Leisure

M2 M3M1

26

Handle Time (secs)

One of the largest and most successful lodging companies in the world representing more than 490,000 rooms, in the United States, 30+ countries, and territories: providing travelers with a range of high-quality, high-value lodging.

The Objectives• Client required a partner that could provide:

Additional support during peak travel season As well as the desire to pilot a Work@Home

solution for seasonal support

The Solution• Sitel embarked on a pilot of 35 W@H agents• Agents were hired and trained virtually, providing access

to “the best of the best v. the best of the available”• Provide a blended offering both captive in center and

have a contingent @Home

The Results• Moved from pilot to “steady state” with growth to 4X • 4% increase in Sales Conversion• 26 second improvement in AHT• 5.9% increase in revenue per call • 5% reduction in attrition• Flexibility; Ramp-up during peak and move agents during off

peak to different programs • Moved 100% of support to W@H in 2014 (336 agents)

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Work @ Home

Total Cost of Ownership W@H Readiness Checklist

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Total Cost of Ownership

TCO considerations can be thought about in terms of the size and scope of the outcomes desired, and the level of engagement with partners.

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W@H & Total Cost of OwnershipKey Attributes & Typical Cost/Savings Categories

• Agent cost for labor, attrition, & absenteeism• Facilities/CAPEX

• Under performing operations/sales/shrinkage

• Sub-optimized processes including operations, hiring & training

• Admin/clerical environment vs. production-based

• Technology investment and management

• Investments (contact strategy) misaligned to return

• Client customer retention / satisfaction

• Bonus/Penalty plans not achieving desired results

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W@H Readiness ChecklistIs there a distinct service capability that a virtual workforce can offer?

Is there a quality need or issue that greater agent maturity addresses?

Is there a demographic or skills need that bricks and mortar can’t meet?

Has the client outgrown their current labor market?

Is there a call volume, load factor, or arrival pattern to solve?

Is there an emergency response or contingency need to address?

Is there a productivity problem to solve?

Is there a domestic pricing situation to mitigate?

escalations, high end support, customer relations

offshore backlash, historic CSAT concerns, stressed customer base

languages, location of customers, jurisdiction requirements

recruiting challenges, chronic understaffing

peaks/valleys, staffing swings, seasonality, overflow

business continuity, public health contingency, hot site needs

depressed efficiency, weak occupancy, absenteeism/attrition

cost inflation, lack of offshore alternative, competitive pressure

RRRRRRRR

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Australian Conditions.Work At Home Ready.

Size of Work At Home in Australia Adoption Factors in Australia

Demographics Infrastructure Employee Benefits Security

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What is Australia’s W@H population size?

Australia is expected to increase its share of global outsourced home agent deployments to nearly 3% by the end of 2017

Australia is viewed as having manycommonalities with US economic and work culture, and to date appears to be viewed favorably among home-agent vendors looking for regional expansion

*Source: Ovum

2015 Total Market ~ $3.8B/Annum 165K Seats

According to Ovum* the USA dominates, but growth is forecast into other geographies including Australia, Canada and the UK.

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What is impacting the Australian adoption of Work at Home?• Work at Home has the ability to uncover new sources of high

skilled labour (across ‘Australian sized’ geographies)

• Staff can be scaled very quickly to meet demand spikes such as seasonal, just in time, crisis, and ‘follow the sun’ operations

• Labour Cost Reductions can be obtained onshore as the labour pool net is significantly expanded.

• Business Continuity is enhanced through geographically distributed agents and IT infrastructure

• Key Cost metrics improve under Work at Home including removal of ‘brick and mortar’ costs, lower attrition and rehire costs, shorter training times resulting in lower ramp costs.

• Access to technology solutions that deliver highly secure work at home outcomes.

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Industry Verticals Doing W@H

Industrial Automation & Process Control

Travel & Hospitality

Consumer Technologies

Information & Communication

Healthcare

Banking/Fin Svcs/Ins

Electronics & Security

Minerals & Mining

Chemicals, Materials& Food

Automotive Transportation & Logistics

Energy & Power Systems Measurement & Instrumentation

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Experience shared.

Benefit Sitel Model Contractor Model BenefactorEmployee Skill Level AllLanguage and Cultural Issues AllFlexibility AllHigh Employee Motivation AllReduced Cost per Contact Customer & SitelHigher Sales Close Rate AllReduced Attrition / Churn Sitel & CustomerQuality / Productivity Sitel & CustomerManagement Control Sitel & CustomerImproved Work Flow AllImproved Customer Satisfaction AllOn-Demand Operational Capabilities

All

Increased Dollars/Order Customer & AgentIncreased Brand Loyalty AllImproved Performance AllAccess to Larger Labor Pools AllTargeted and Specialized Recruiting

Customer & Sitel

DR Enhancement for Operation Customer

Why Australia is ready for work at home.

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Sitel and Work Home Solutions.

Sitel’s Work at Home Footprint Industries that fit Work At Home Processes and Lines of Business that fit Work At Home The Development of Work at Home People, process and technology

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Sitel Work@Home Solutions™ Summary

4,800+Agents

Opened in

2008City

Photo

LanguagesSupported

• English• Spanish• German• + more

IndustriesSupported

• 34 States• Canada• Germany• Nicaragua• UK EOY

• Food & Beverage• Technology • Satellite Internet• Retail & E-

Commerce

• Insurance• Travel &

Transportation• Media &

Entertainment

About W@H Services Workforce• Unlimited capacity• Average tenure: +2 yrs • Managers tenure: +5 yrs• Secure and Secure Plus platforms• Tethered/Untethered Centre of Excellence

• Sales• Membership• Customer Care• Complaint management• Technical Support• Retention/Saves/Upsell• Emergency Service

• Highly skilled mature agents • Full-time, part-time, flexible• Talent capture specific to client industry• Steady-state/Seasonal/Holiday carry• Virtual/remote training & video

conferencing

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What industries tend to fit work at home?

Sitel W@H by Industry

Source: Everest 2016

Global Sitel

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What processes tend to fit work at home?

Source: Everest 2016

Global SitelSitel W@H by Process

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The development of work at home

Evolving into Work at Home

Telecommuter

Hub & SpokeTETHEREDVPN

DaaS /

PaaS

Fully Virtual

UNTETHERED

- Diverse W@H offering

- Online recruiting

- Centralized Mgmt

- Cloud solutions

- Global labor pool

- VoIP Softphone

-Dispersed mgmt. staff

-MFA-Owned assets

-Ring Fencing

-Centralized IT

-VDI -Virt Recruiting

Maturity ---→

Tim

e----

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Take full advantage of unique skill sets, a flexible labor forces, and talent while optimizing existing

challenges

People:High-quality, Experienced,

Mature

Process:Virtualized

Performance Driven

Technology:Automation &

Improved Efficiency

W@H best practice based , servicing some of the world’s

largest brands, expounding on Sitel’s Global Operating System

With home based employees on two continents, we leverage strong secure

virtualization technology to take on global technology challenges

W@H Transforms Customer Care

• Maturity, 34-36 yrs vs. early 20’s

• Get ‘your’ Customers Serving Customers

• Faster speed to proficiency

• Increased reliability & dependability

• No boundaries: onshore, nearshore, offshore

• Global support structure

• Time zone diversification; business continuity

• Fully PCI compliant

• VDI Encapsulation

• Dedicated Infrastructure

• Thin Client & BYOC solutions

• Various scalability models

• FT, PT, Flex models

• Better alignment of agents to volumes

• Unmatched burst capacity

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Australian Conditions.Recruitment and Training:

Get access to superior talent Recruit in the virtual online environment Faster, more effective virtual training

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Requirements Notification

Application Screening and

ReviewVoice

AuditionJob

PreviewTesting &

EvaluationInterview & Background

Checks

Virtual Hiring Process

Offer

Follow-upand Analysis On-Boarding

Process• Automated, integrated platform• Operations complete final

interview• Assessment tools • Customized position profiles

Follow-up with Learning Team on Progress during Training

Conduct 45-Day Reviewwith Learning Team and Associates

Conduct 90-Day review with Associates, Operations and

Learning Team

Employment Data Captured

Recruitment Team

Applicant Communication

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Designing W@H Training Delivery

W@H Virtual Training Delivery

Product Focused • Product line (SKU) changes

and updates• Virtual engagement

monitoring dashboard

Optimisation • Reduced training times• Decreased training costs• Lower handle time• Increased customer

satisfaction

Continuous Improvement • Alignment to quality

requirements and challenges based on customer feedback and call reviews

Quality• Alignment to quality

requirements and challenges based on customer feedback and call reviews

Delivering training in a work at home virtual environment can be more effective than face to face training if the virtual environment is harnessed effectively

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Changing Agent Behaviour• A cross-cultural, multi-generational

labor force • Adaptive learning ecosystems• Rely more on metacognitive

approaches

User Console

• Behavioral psychology and retrieval based practices• Teach employees to be more aware of how they learn• Informal peer networks will help the

intergenerational transfer of knowledge

• Agile and immersive learning will enable the simultaneous improvement of employee skills• Gamification integrates senses beyond sight and

sound to further learning experience and memory

• Adapt training to learning styles of the workforce to close generational gaps• Micro-learning, daily, in short bite-sized bursts

solidifies learning Synchronous, Asynchronous, Gamification

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Australian Conditions.Infrastructure and Security

Faster, more effective virtual training Data endorsed lower security risks

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Infrastructure Overview The technology used for our Work@Home solution consists of:

Virtual DesktopInfrastructure

Standardized HDW & SFW

Multi Channel Support

Security &Validation

PCI Compliant Architecture

Multi-factor User Validation

Sitel W@H SolutionsTM

Infrastructure

• Support @Home agents via video, live chat, and telephone 24x7

• PCI compliant enabling us to handle sensitive information safely and securely

• Security solutions virtually eliminating the possibility of fraud

• Network (Spectrum, Big Brother, Watchdog, Visual Uptime Select, ping plotter)

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W@H Operational Delivery

• Escalation (chat, email, phone, blogs, etc.)

•Virtual Coaching

•Performance (GOS, CMS, Online Mgmt)

•Monitoring (voice, data, WFM, network)

•Distance based learning

• IT Support

Tools & Processes

Creating a centre of excellence approach that drives operational aspects.

Centre of Excellence

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Protective & Proactive Security Measures for Work at Home

• Predict future requirements and complying with those requirements today

• Satisfy compliance requirements (e.g., ISO, PCI-DSS, and HIPPA)

• Ensure PCI standards applied to protect Credit Card details

• Make implementing a proactive risk management program easy

• Generate investment in core PCI solutions to enable leveraging Policies & Processes, Network Mgmt tools, Logging & File Integrity checking, etc.

• Use anti-fraud operational best practices every day and make them part of the contact centre DNA

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5th Quadrant Research.

What is happening in the contact centre industry that impact Work At Home Solutions?

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Customer Experience is defined as the internal response of an individual to their interactions with an organisation's communications, products, channels, technologies, processes, people and environments. Internal response includes the thoughts, feelings, senses, physical reactions and emotions of the experience.

As a result of a Customer Experience the person will have a level of engagement which is a physiological state. As a result customers will display positive future behaviours including propensities to: recommend, purchase, or renew.

CUSTOMER EXPERIENCE DEFINED

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35Q3. What are the main factors which have driven the customer experience initiatives and strategy in your organisation?Base: All respondents that have or plan to have a CX strategy n=208

Organisations recognise that improving CX through better products and operational efficiency will drive customer retention and business growth, and alleviate

competitive pressures

DRIVERS OF CUSTOMER EXPERIENCE INITIATIVES AND STRATEGY

Source: Fifth Quadrant CX Strategy Report

IMPROVIN

G THE CUSTOMER EXPERIENCE

DESIRE FOR BUSINESS G

ROWTH

INCREASING CUSTOMER RETENTIO

N

IMPROVIN

G OPERATIO

NAL EFFICIENCY

COMPETITIVE PRESSURES

REDUCING O

PERATING COSTS

76%

57% 56%48% 44% 39%

81%

B2B

91%

FIN.SER

88%

COMMS

64%

FIN. SER

57%

B2B

50%

FIN. SER

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Q13. To what extent do you agree or disagree with each of the following statements:Please use a scale of 1-5 where 1 is “Strongly Disagree”, 2 is “Somewhat Disagree”, 3 is “Neither Disagree nor Agree”, 4 is “Somewhat Agree” and 5 is “Strongly Agree”?Base: All respondents that have or plan to have a CX strategy n=208

% AGREECustomer Expectations of experience continue to increase

Demand for personalised and customised experiences will continue to grow

Physical and Digital channels are becoming more integrated

Employee experience is as important as CX (if not more so)

Customer journey mapping will remain a key tool to optimising the CX

Customer Experience design will gain traction

Competition for CX talent will grow

Your competition is investing in CX

The physical web (e.g. smart clothing, sensors, tags) will continue to expand

The role of emotions in CX will become clearer

Organisations must design mobile first and mobile only customer journeys

86%

83%

79%

78%

72%

71%

68%

65%

65%

63%

48%

POOR EMPLOYEE ENGAGEMENT

INCREASES ATTRITION AND ABSENTEEISM, COSTING THE

BUSINESS MORE

As customer expectations for personalisation increases, there is a need to design experiences for the customer that can be delivered seamlessly through physical and digital channels.

CUSTOMER EXPERIENCE TRENDS

Source: Fifth Quadrant CX Strategy Report

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Channel Investment In Next 12 Months

INVESTMENT IN ONLINE, MOBILE AND VOICE CHANNELS INCREASE

Online Mobile Voice Correspondence Face-to-face

83%Increase

62%Increase 57%

Increase

34%Increase

18%Increase

Source: Fifth Quadrant Omni-Channel Strategy Report

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AUSTRALIAN CONTACT CENTRE INDUSTRY

Australia (AUD) 2012 2013 2014 2015 2016 (Estimated)

Number of companies operating a contact centre

2,006 2,013 2,026 2,037 2,048

Total number of seats in Australia 214,035 214,060 213,120 213,759 213,546Growth rate (seats) -0.4% 0.01% -0.4% 0.3% -0.1%

The Contact Centre Industry has remained relatively static in size over recent years Market size has remained relatively static as a result of organisational budget restrictions,

an expectation to do more with less and increased usage of self-service channels The industry is not expected to grow or decline significantly in the next 2-3 years Across Australia, 50% of organisations run single centres, with the remaining half running

multiple sites, including 24% with three or more centres

Source: Fifth Quadrant Contact Centre Benchmarking Report

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INHOUSE VERSUS OUTSOURCED CONTACT CENTRES

Finance & Banking

Utilities

Information Technology

Telecommunications

Retail/Wholesale

Insurance

Government, Education & Healthcare

Transport & Freight

Manufacturing

Professional & Business Services

Hospitality

Tourism & Entertainment

Media

Other

33%

14%

24%

38%

29%

14%

19%

10%

10%

14%

10%

5%

10%

33%

CONTACT CENTRE OPERATING MODEL

INDUSTRIES SERVED BY OUTSOURCED CONTACT CENTRES

Agent Type Wider A/NZ Contact Centre Industry

In-house (captive) contact centre

81%

Mixture of in-house (captive) and third party provider/outsourced contact centres

8%

Third party provider/outsourced contact centre

11%

Source: Fifth Quadrant Contact Centre Benchmarking Report

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Budgetary constraints/ Expectation to do more with less

Upgrade existing technology

Change management

Improving customer satisfaction

Difficulty in recruiting staff

Inadequate headcount to effectively meet business requirements

Training/Agent development

Improving First Contact Resolution

Improving productivity/efficiency

Better utilisation of current technology

9%

9%

7%

4%

16%

9%

4%

7%

7%

7%

9%

4%

11%

7%

9%

2%

2%

9%

4%

11%

7%

4%

4%

7%

9%

13%

4%

24%

22%

22%

22%

20%

20%

20%

16%

16%

13%Rank 2 Rank 3 Total

TOP 10 CONTACT CENTRE CHALLENGES

TOP 3 MOST SIGNIFICANT CHALLENGES

Budget constraints (24%) is the biggest challenge closely followed by upgrading existing technology (22%), change management (22%) and improving customer satisfaction (22%). This has changed from previous years with training and agent development (30%) being the biggest challenge in 2013.

Source: Fifth Quadrant Contact Centre Benchmarking Report

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FLEXIBLE WORK ARRANGEMENTS

PROPORTION OF CONTACT CENTRES ALLOWING HOME-BASED AGENTS

PROPORTION OF CONTACT CENTRES ALLOWING REMOTE AGENTS

2013 AU/NZ (n=110)

2014AU/NZ (n=45)

2015(est.)

8%

20% 20%

2013 AU/NZ (n=110)

2014AU/NZ (n=45)

2015(est.)

8%

11% 11%

Home based agents and remote agents have increased this year and is expected to increase over the next 12 months

Source: Fifth Quadrant Contact Centre Benchmarking Report