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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Confidential- Proprietary VIPdesk Information 1

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

‘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

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

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?


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

The Formula…

IT + P³ = E³ ©

“For Successful Work Today”

7

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

‘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!


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


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
11

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


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


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


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

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


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%


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%


Implementation Best Practices
Tools and platform
Recruiting
Training
Leadership support


Platform of Tools for Success

Confidential & Proprietary VIPdesk Information 12/22/2010

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


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


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


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


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


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

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