north america’s leading experts for measuring and improving
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Call Center Performance Measuring & Improving. North America’s Leading Experts for Measuring and Improving Call Center Service Quality Performance. Mission Statement…. - PowerPoint PPT PresentationTRANSCRIPT
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North America’s Leading Experts for Measuring and Improving
Call Center Service Quality Performance
Call Center PerformanceMeasuring & Improving
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To be operationally excellent at being a quality assurance solutions provider that helps call centers measure and improve their service quality, sales and first call resolution performance.
Mission Statement…
North America’s Leading Experts for Measuring and Improving
Call Center Service Quality Performance
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Facts About SQM Group…● We benchmark over 200 leading North American call centers on an annual basis and we have been conducting this benchmarking study for over 9 years
● On an annual basis we conduct over 250,000 surveys with customers who have used a contact center’s call center, email, website or IVR channel services
● We also conduct over 20,000 surveys yearly with employees
● Our experience in call center service quality measuring, benchmarking, tracking and managing are unsurpassed and enable us to provide call centers with unique insights into developing and implementing world class customer service
● The majority of SQM’s tracking clients improve on customer satisfaction and operating cost
North America’s Leading Experts for Measuring and Improving
Call Center Service Quality Performance
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SQM Clients…
● Telcos/Cable… Rogers, Bell, FIDO, TELUS, Sprint, SaskTel, Star Choice, AT&T, etc
● Banks… Royal, CIBC, Scotiabank, Bank of Montreal, TD Bank, Wells Fargo, US Bank, ING, Citifinancial, etc
● Retail/Hospitality… Canadian Tire, Sears, Marriott Hotel, WestJet, Staples, Officemax, Safeway, Molson, etc
● Government… Treasury Board, Citizen & Immigration, HRDC, Provincial and Local Government
● 81 of the 100 largest call centers in Canada are SQM clients
● The average SQM call center client size is 400 work stations handling 3.6 million inbound calls
● SQM enjoys 95% customer retention North America’s Leading Experts for Measuring and Improving
Call Center Service Quality Performance
Some of the most successful organizations in North America utilize SQM Group’s expertise to benchmark and track their call centers customer and employee satisfaction such as:
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Call CenterIndustry Comparison
Overall Customer Satisfaction By Industry…
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Call CenterHistorical
Overall Employee Satisfaction By Industry…
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Call CenterKey Performance Indicators
Average Calls to ResolveInquiry is 1.2
Average Calls to ResolveInquiry is 2.0
Average Calls to ResolveInquiry is 1.5
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Contact ChannelsComparison
WebsiteAverage Contacts to Resolve Inquiry is 1.2
Call CenterAverage Calls to
Resolve Inquiry is 1.5
IVRAverage Calls to
Resolve Inquiry is 1.3
EmailAverage Calls to
Resolve Inquiry is 1.7
Note: Website ratings are for only the banking industry
Key Performance Indicators…
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Contact ChannelsComparison
Overall Impression of Company has Changed as a Result of Contact Method Experience…
Note: Website ratings are for only the banking industry
Top Box Better Rating
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Employee and CustomerRelationship Study
Conducted for
Treasury Boardof Canada
North America’s Leading Experts for Measuring and Improving
Call Center Service Quality Performance
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The study is based on data collected from January 1, 2004 to March 31, 2005 Customer data is based on 208,125 surveys of customers who phoned a call center in North America Employee data is based on 18,652 surveys of employees who work in a call center in North America 212 call centers in North America have participated in SQM’s benchmarking study (14% are in the public sector; 86% are in the private sector) Call center sample size breakdown percentage is as follows:
Low performing call centers are 21% Average performing call centers are 63% High performing call centers are 16%
Call center performance criteria is as follows: Low performing call centers are based on customer satisfaction that is 54% and below Average performing call centers are based on customer satisfaction that is 55% to 69% High performing call centers are based on customer satisfaction that is 70% and above
Study Methodology…
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Customer Rating
Employee Rating
Customer Rating
Employee Rating
Customer Rating
Employee Rating
Low Customer
Performance
Average Customer
Performance
Low Employee
Performance
Average Employee
Performance
Public 49% 24% 59% 30% 68% 37% +39% +15% +54% +23%
Private 54% 29% 66% 36% 76% 42% +41% +15% +45% +17%
All 53% 29% 65% 35% 75% 41% +42% +15% +41% +17%
High Performing Call Centers Improvement % Comparison
Low Performing Call Centers
Average Performing Call Centers
High Performing Call Centers
Call CenterCustomer & Employee Overall Satisfaction
Improvement Comparison
Customer Question… Based on your last call to their call center, overall how satisfied are you with the call center?
Employee Question… Based on your working experience at the call center, overall how satisfied are you working at the call center?
Note: Rating % is top box very satisfied rating
Key Finding…High performing call center overall employee satisfaction improvement % is approximately the same as overall high performing call center customer satisfaction improvement %. Therefore, SQM is of the strong opinion that employee satisfaction impacts customer satisfaction for both the public and private sectors.
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Empl
oyee
Sat
isfa
ctio
n
35%
Higher 45%
Lower 20%
Customer Satisfaction45% Lower Higher 90%65%
Employee & Customer Satisfaction Relationship Map…Key Finding: Overall private or public call center’s employee and customer relationship is positively or negatively correlated.
Public High
Public Average
Public Low
Private High
Private Average
Private Low
All High
All Average
All Low
Positive RelationshipCorrelation
No RelationshipCorrelation
No RelationshipCorrelation
Negative RelationshipCorrelation
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Employee and Customer Attribute Linkage…Public
Note: Points are based on very satisfied ratings
Legend:HC=High Call CenterAC=Average Call Center LC=Low Call Center
Key Finding…High performing call center employee satisfaction attribute improvement % is approximately the same as high performing call center customer satisfaction attribute improvement %.
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Call CenterSource of Error for Not Achieving
First Call ResolutionComparison
59%
30%
11%
58%
33%
10%
58%
32%
10%
0%
10%
20%
30%
40%
50%
60%
70%
Public 59% 30% 11%Private 58% 33% 10%All 58% 32% 10%
Employee Organization Customer
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49%
59%
68%
37%
24%
30%
1.9
1.5
1.3
0%
10%
20%
30%
40%
50%
60%
70%
80%
Low PerformingCall Centers
Average PerformingCall Centers
High PerformingCall Centers
1.0
1.2
1.4
1.6
1.8
2.0
2.2Customer OverallSatisfactionEmployee OverallSatisfactionAVG. # Calls toResolve
Call CenterKey Performance Indicators
ComparisonPublic
Note: Rating % is top box very satisfied rating
Key Finding…High performing call centersemployee satisfaction increases customer satisfaction resulting in a better (lower) Avg. calls to resolve.
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Call CenterAvg. Calls to Resolve
Gap Comparison
Avg. Call to
ResolveGap
Avg. Call to
ResolveGap
1.2 -0.4
Avg. Call to Resolve
All 1.7 -0.1 1.6
-0.2
Private 1.8 -0.3
Low Performing Call Centers
Average Performing Call Centers
1.3
High Performing Call Centers
1.51.9 -0.4Public
-0.3 1.5 1.2
Key Finding…High performing call centers Avg. Call to Resolve is substantially better (lower) than average and low performing call centers resulting in lower operating costs.
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Business Case Why to Improve Employee Satisfaction …
QueueAvg Call
ResolveVolume Cost
Per Call CostAvg Call
ResolveVolume Cost
Per Call CostPotential Savings
Call Center Average 1.5 3,800,975 $6.52 $24,782,357 1.4 3,534,907 $6.52 $23,047,594 $1,734,763
1.3 3,268,839 $6.52 $21,312,830 $3,469,527
1.2 3,002,770 $6.52 $19,578,060 $5,204,297
1.1 2,736,702 $6.52 $17,843,297 $6,939,060
Improvement PerformanceCurrent Performance
Employee Satisfaction
Impact
Customer Satisfaction
Impact
Avg. Call to Resolve
Impact
1% improvement in Employee Satisfaction Equals2% improvement in
Customer Satisfaction
1% improvement in Customer Satisfaction Equals1% improvement in
First Call Resolution (FCR)
5% improvement in FCR Equals
.1 improvement inAvg. Call to Resolve
Key Finding… Based on a 2.5% improvement in Employee Satisfaction, an average call center can improve Avg. Call to Resolve by .1 and can potentially save $1.7 Million
First Call Resolution
Impact
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Top 10 First Call Resolution Practices
North America’s Leading Experts for Measuring and Improving
Call Center Service Quality Performance
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Top 10 First Call Resolution Practices…
In Your Heart & Mind Senior Management Involvement Senior Management Line of Sight Stable Management Team at all Levels
Management
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Top 10 First Call Resolution Practices…
Business Case Shared No Job Loses Weekly Meetings Sharing Results
Awareness
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Top 10 First Call Resolution Practices…
At all Levels Call Types, Segments & Locations Key Vendors FCR & Average Calls Needed for Call Resolution
Goals & Accountability
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Top 10 First Call Resolution Practices…
Focus on Outcome versus Journey Take Ownership Apologies & Recovers Best Available Solution Customer Acceptance of Resolution Recognizing Customer Dissatisfaction
Resolution Outcome
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Top 10 First Call Resolution Practices…
Reason for 2 Plus Calls Source of Errors Customer Feedback
2 Plus Calls
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Top 10 First Call Resolution Practices… Measure Weekly Measure FCR, Average Calls Needed for Resolution & Service Quality Attributes Customer is the Judge FCR/CSR Integrity For the QA program separate business and customer measures Call Monitoring/FCR Calibration
Measurement
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Top 10 First Call Resolution Practices…
Upfront CSR Training Train the Supervisors Benchmark Comparison FCR Performance Targeted Opportunities
Coaching
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Top 10 First Call Resolution Practices…
Hire for Customers versus Organization FCR Profile Stable Workforce
Hiring & Turnover
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Top 10 First Call Resolution Practices…
Service Standards (Journey) Service Standards (Outcome) Escalation Process Call Flow Practices Hold & Transfer can be Good CSR Desk Top Applications
Call Flow
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Top 10 First Call Resolution Practices…
Best Performers Most Improved Performers Monthly Recognition Financial Incentives Quarterly Financial Payout At Least 50% Financial Payout
Recognition & Incentives