Implementation of a Virtual Customer Care Program: How to Guarantee Success 093009
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The document outlines a webinar on implementing a successful virtual customer care program, addressing challenges such as trust, security, and management from afar. It emphasizes the importance of using enabling technology, effective policies, and thorough training for a remote workforce to drive economic and environmental benefits. Case studies demonstrate success in various industries, highlighting best practices and tools for recruiting, training, and managing remote teams.
Implementation of a Virtual Customer Care Program: How to Guarantee Success 093009
- 1. Cover Slide Implementation of a Virtual Customer Care Program: How to Guarantee Success View The Webinar Confidential- Proprietary VIPdesk Information 1
- 2. 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 Confidential- Proprietary VIPdesk Information 2
- 3. ‘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 jack@telcoa.org www.telcoa.org info@telcoa.org (202) 266 – 0046 ext. 103 Copyright 2009, The Telework Coalition, All Rights Reserved 3
- 4. The Program Education Technology ~ ~ WHY Telework? The Enabler Research, Models, Of and Successes Telework Telework ~ Work@Home™ Legislation How to ~ Implement Change that ~ Encourages IT + P³ = E³ Success Copyright 2009, The Telework Coalition, All Rights Reserved 4
- 5. The Challenges For the For Employers For Managers For Employees Organization • Trust • Developing necessary • Work as a social place • Security concerns: • “How do I know they’re metrics • Lack of suitable loss/compromise of data working?” • Learning to manage by “work@home” space • Facilities/real estate • “What if I need them objectives • Resentment from non- issues right away?” • Managing from afar teleworking associates • Online screening • Safety and ergonomics • Online Training Why try to solve Information Age problems with Industrial Age transportation solutions? Copyright 2009, The Telework Coalition, All Rights Reserved 5
- 6. Donald Trump on Successful Teleworking* “It takes a good manager - and a great employee - for teleworking to succeed…” “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” “It should be easy to tell if teleworking employees are getting their jobs done. Their work output should speak for itself…” * from Trump Blog, 9/29/08 6
- 7. The Formula… IT + P³ = E³ © “For Successful Work Today” Copyright 2009, The Telework Coalition, All Rights Reserved 7
- 8. 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 © 8
- 9. ‘IT’ Support for Hiring Training Managing Broadband to the Home Office Level SaaS Software-as-a-Service / Solution On-Line Predictive Screening for New Hires On-Line 24X7 Training – Performance Stat’s WFM: Self-Scheduling / Split-Shift Quality Assurance & Coaching are Merging Supervisors / Managers Work@Home too! Copyright 2009, The Telework Coalition, All Rights Reserved 9
- 10. P 3 Policies Processes Procedures Complement the enabling technologies to move forward for success Reinforced with internal communications Keep everyone informed, engaged and enthusiastic: WII – ‘FM’ Recognize the higher abilities of the more mature teleworker – Flatter Organizations Copyright 2009, The Telework Coalition, All Rights Reserved 10
- 11. 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 Copyright 2009, The Telework Coalition, All Rights Reserved 11
- 12. E3 Economic Energy Environment Competitive homeshore quality advantages, for greater ROI and customer satisfaction Reduce dependence on foreign energy, especially petroleum products Lower carbon footprints, greenhouse gas emissions, and improve air quality Copyright 2009, The Telework Coalition, All Rights Reserved 12
- 13. Best Suited Industries Flexible Work: “Adjusting the Where and When of your Job” BLS OOQ, Summer 2007, pp. 14-27 Computer and mathematical 8.9 Life, physical, and social science 6.6 Business and financial operations 6.4 Community and social services 6.1 Arts, design, entertainment, sports, and media 6.0 Legal 6.7 Management 5.6 Sales and related 5.1 Personal care and service 4.6 Architecture and engineering 3.4 Healthcare support 2.3 Office and administrative support 1.9 Education, training, and library 1.9 Per cent of industry that Work@Home™ at least one day per week – May 2004 BLS Survey Copyright 2009, The Telework Coalition, All Rights Reserved 13
- 14. 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 program IT 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 Copyright 2009, The Telework Coalition, All Rights Reserved 14
- 15. Case Studies International Multi-merchant Retailer Global Financial Credit Card Provider Upscale Fashion Retailer Implementation Best Practices Tools and Platform Recruiting Training Leadership support Confidential & Proprietary VIPdesk Information 15
- 16. Case Study 1 International Multi-Merchant Retailer 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 Confidential & Proprietary VIPdesk Information 16
- 17. Case Study 2 Global Financial Credit Card Provider 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% Confidential & Proprietary VIPdesk Information 17
- 18. Case Study 3 Luxury Online Fashion Retailer 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% Confidential & Proprietary VIPdesk Information 18
- 19. Implementation Best Practices Tools and platform Recruiting Training Leadership support Confidential & Proprietary VIPdesk Information 19
- 20. Platform of Tools for Success Confidential & Proprietary VIPdesk Information 12/22/2010 Confidential & Proprietary VIPdesk Information 20
- 21. Tools to Support Operations • Listen to/search calls Call Recording • 100% call recording • Integrated with recordings Quality Grading • Grade and report scores Communications • Internal chat application Reporting • Reports call, email and chat data Recruiting • Online recruiting portal Confidential & Proprietary VIPdesk Information 21
- 22. Find the Best People Maintain High Level of Selectivity 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/Pass Training Go Live Confidential & Proprietary VIPdesk Information 22
- 23. 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 Confidential & Proprietary VIPdesk Information 23
- 24. 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 Confidential & Proprietary VIPdesk Information 24
- 25. Recognition • Call recording, grading • Performance Dashboards • Contests • Bonuses for top performers • Individual, team and company recognition • Performance-based scheduling • Virtual awards Confidential & Proprietary VIPdesk Information 25
- 26. 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 Confidential & Proprietary VIPdesk Information 26
- 27. Connect With Us Online! Website: http://www.vipdesk.com Blog: http://blog.vipdesk.com Twitter: http://twitter.com/vipdesk Facebook: http://facebook.com/vipdesk LinkedIn: http://linkedin.com/companies/vipdesk YouTube: http://youtube.com/user/vipdesk Via RSS: http://twitter.com/statuses/user_timeline/23095083.rss Confidential & Proprietary VIPdesk Information 27
- 28. Thank You for Attending! Jack Heacock Sr. President jack@telcoa.org (202) 266-0046 x. 103 Sally Hurley President shurley@vipdesk.com (703) 837-3518 Confidential & Proprietary VIPdesk Information 28