sitel anz w@h event presentation
TRANSCRIPT
Sitel Australia Seminar Series
“Australia & Work At Home Solutions”
19 & 20 Oct 2016
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.
- 3 - sitel.comExperience shared.
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
- 4 - sitel.comExperience shared.
Work @ Home Case Studies:
Global Insurance Provider Travel and Leisure Cable TV High Technology OEM
Experience shared. - 5 -
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
Experience shared. - 6 -
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)
Experience shared. - 7 -
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
Experience shared. - 8 -
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)
- 9 - sitel.comExperience shared.
Work @ Home
Total Cost of Ownership W@H Readiness Checklist
Experience shared. - 10 -
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.
Experience shared. - 11 -
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
Experience shared. - 12 -
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
- 13 - sitel.comExperience shared.
Australian Conditions.Work At Home Ready.
Size of Work At Home in Australia Adoption Factors in Australia
Demographics Infrastructure Employee Benefits Security
Experience shared. - 14 -
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.
Experience shared. - 15 -
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.
Experience shared. - 16 -
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
Experience shared. - 17 -
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.
- 18 - sitel.comExperience shared.
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
Experience shared. - 19 -
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
Experience shared. - 20 -
What industries tend to fit work at home?
Sitel W@H by Industry
Source: Everest 2016
Global Sitel
Experience shared. - 21 -
What processes tend to fit work at home?
Source: Everest 2016
Global SitelSitel W@H by Process
Experience shared. - 22 -
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----
→
Experience shared. - 23 -
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
- 24 - sitel.comExperience shared.
Australian Conditions.Recruitment and Training:
Get access to superior talent Recruit in the virtual online environment Faster, more effective virtual training
Experience shared. - 26 -
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
Experience shared. - 27 -
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
Experience shared. - 28 -
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
- 29 - sitel.comExperience shared.
Australian Conditions.Infrastructure and Security
Faster, more effective virtual training Data endorsed lower security risks
Experience shared. - 30 -
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)
Experience shared. - 31 -
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
Experience shared. - 32 -
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
- 33 - sitel.comExperience shared.
5th Quadrant Research.
What is happening in the contact centre industry that impact Work At Home Solutions?
34
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
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
36
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
37
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
38
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
39
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
40
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
41
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