The contact centre was not functioning at optimum performance levels this, together with a high cost base, was creating some client disquiet. There were a number of fundamental issues to address and key issues Prit dealt with were:
Performance management culture introduced to provide clear leadership and direction for managers.
Performance accountability delivered for all staffing levels.
Introduced staff adherence metrics to build self-managed teams and improve responsive behaviours.
Introduced advisor balanced scorecard - covering quality, productivity, financial and personal measures.
Introduced performance-tracking MI tools to align performance to goals.
Improved real-time active management to manage intra-day performance.
Introduced call type tracking to develop call avoidance strategy.
Team size – two additional team leaders appointed to reduce staffing ratios to 12:1.
Improved resource planning to facilitate effective scheduling around intra-day demand.
High attrition – recruitment process redesigned to include assessment exercises.
Temporary to permanent recruitment process developed to reduce high levels of temporary staff.
Training & Development reviewed to multi-skill staff and improve first call resolution rates.
All key client accounts exceeded client SLAs within two months.