Enjoy a trusted place where you can easily find solutions, explore the full Forum archive
This morning, I was flicking through LinkedIn articles looking for an external view on what a successful Contact Centre Resource Planning team should look like. I found an article from November 2015, and to describe this as an ‘eye-opening’ read would be a shining example of understatement. Here’s what it said in a nutshell.
Categories: Planning & Resourcing
Categories: Library, Planning & Resourcing, Quality & Customer Experience, Data, Analytics & Insight, Strategy & Leadership, Beyond The Contact Centre & Back Office, Learning & Development, Digital & Omni-Channel
Categories: Library, Planning & Resourcing
Categories: Library, Planning & Resourcing, Quality & Customer Experience, Data, Analytics & Insight, Strategy & Leadership, Beyond The Contact Centre & Back Office, Learning & Development, Digital & Omni-Channel, News & Events
Budgets don’t typically create excitement, more of a necessary evil, “we need to do it”, it is often a long drawn out, boring process which often feels like a making the numbers fit, which few people follow anyway. Tedius detail, wild estimates, ambitious sales targets and even more ambitious handle times and shrinkage percentages.
In the fact the only thing potentially more tedious, unnecessary and, drawn out would be a keynote on the very topic.
Outbound dialling – viewed by some as a nuisance, and by others as a vital tool in the battle to serve customers in the most effective and efficient way possible. Whether done manually via a list or automatically using the latest in Dialler systems, hundreds of companies employ tens of thousands to make outbound calls for making sales, managing inbound queues, imparting information, or collecting outstanding monies. It is a very important consideration for modern companies.
Which possibly makes it more surprising that so little consideration is actually given to the best way to build capacity plans or plan FTE requirements.
As a result of Covid-19, each aspect of the employee lifecycle has been challenged. This has provided an opportunity to design and rebuild a new and joined up approach, supporting both the long- and short-term strategies. The uncertainty of planning during a pandemic has led to decisions being made with a short-term view in mind; some of these responses may turn out to be poor enduring solutions.
Have you thought about the awesome power of benchmarking? If not, maybe you should.
We have now launched our programme of activity for 2021, combining the very best of virtual and face-to-face to offer you a variety of ways of maximising your membership.
The forced virtual environment of 2020 has given us a huge learning opportunity to understand how we can grow our community, make more events easier to access whilst still ensuring value.
These can be accessed through your membership, or pay-as-you-go.
Categories: Library, Planning & Resourcing, Quality & Customer Experience, Data, Analytics & Insight, Strategy & Leadership, Beyond The Contact Centre & Back Office, Learning & Development, Digital & Omni-Channel, News & Events, The Forum Events
Regenerating, rejuvenating or just reviewing your role and responsibilities is a great way to continuously improve. 2020 has been a year to rethink and reflect on how we used to do things, how we need to respond now and to consider what the future could bring. There may have always been problems which have never been addressed, and the response to handling COVID-19 has exacerbated the problems; you may be under difficult cost challenges and need to adapt; or, you want to stay ahead of the game and look for new opportunities. It doesn’t matter why, what does matter is that you are willing to challenge your current state and think about positive change. Redefining the Planning team is a healthy way of re-engaging with stakeholders and the wider business, so everyone is clear on their role and responsibility.
Categories: The Professional Planning Forum, The Customer Strategy & Leadership Forum, Planning & Resourcing, Strategy & Leadership
Heightened customer expectations are here to stay and are having a huge impact on technology in contact centres. Ed Creasey at Calabrio shares a forward-looking plan for the “new normal”.
Categories: Library, Planning & Resourcing, Quality & Customer Experience, Data, Analytics & Insight, Strategy & Leadership, Beyond The Contact Centre & Back Office, Learning & Development, Digital & Omni-Channel, News & Events, Partner News
Categories: Library, Planning & Resourcing, Beyond The Contact Centre & Back Office
Categories: Library, Planning & Resourcing, Quality & Customer Experience, Data, Analytics & Insight, Strategy & Leadership, Beyond The Contact Centre & Back Office, Learning & Development, Digital & Omni-Channel, Partner News
See how core planning principles have transformed the ambulance emergency service across Yorkshire, with great collaboration and leadership the key to gaining trust and making change possible.
The Ambulance Response Programme (ARP) has transformed patient response times through changes in resource utilisation for the 999 service. With the transformation team, Resource Planning stepped up to provide confidence in decisions, through implementing a planning cycle with patient care at the heart. 130 FTE efficiency was created by developing demand-led, end-to-end planning. The overtime strategy saved in excess of £2 million and all seven performance targets are now being met. Career development, important to colleagues, retains skills in a sector with key shortages. Furthermore, hearts and minds have been changed through accuracy of forecasts and engagement. Doors have opened up to further change. Planning is fully integrated within the Leadership Team and called on by other ambulance services for their own transformation programmes.
See how strategic resource models are evolving and driving continuous improvement, consolidated onto a shared platform with Finance, fast & flexible, with a single trusted source of data.
Learn how the Planning Team at RSA has developed as a trusted partner, with a place at the top table. It’s been a strong period for planning, with 15% efficiencies, rising engagement and hundreds of hours saved in the annual budget planning process. The new, standardised planning models evolved in agile sprints, with stakeholder scrum teams. It’s quicker and seamless, with a continuous improvement ethos. This creates flexibility, agility and confidence in the plan – serving 27 business areas, from Sales to Claims, Front to Back Office. Models have been simplified, automated and rebuilt in Anaplan. Savings in analyst time alone yield a compelling ROI, with further flow-through benefits later in the planning cycle and for the operation. Analysis can be turned around instantly or in hours, not weeks. It’s so good because the key data is always there, with a single model framework and robust governance.
Categories: Planning & Resourcing, Strategy & Leadership
See how planning helped tackle complex challenges in introducing the first new train type in 30 years, itself the first step in a journey of digital transformation.
Successful implementation of the new Azuma trains has depended as much on the planning and delivery of training, as the technical introduction of the trains themselves. This required complex planning on such a crowded rail network, including suspending two daily services and gaining flexibility on schedules from colleagues. Yet over 1,600 crew were successfully trained, at the same time that trains were being tested and drivers trained, losing only one service in 18 months. Customer experience is transformed – moving LNER to 3rd out of 28 operators. And technology now provides new facilities and data, paving the way to expand the services further, in a competitive marketplace. Adapting key planning approaches, to face new challenges with limited technology, this is all about engaging with people at the right time to bring them on board on this strategic journey of change.
Categories: Planning & Resourcing, Beyond The Contact Centre & Back Office
See how planning and transformation teams worked with operations on an operating model that raised productivity 32%, employee satisfaction 13% and halved turn-round times for customers
See the value that can be gained by visibility, control and engagement in back office operations. Remarkable transformation in Group Protection at L&G has driven growth and profitability on the back of outstanding service, with new corporate clients signing up for this. Brought about by a new model of collaboration, the Transformation, Planning & Operations teams (the ‘customer service triangle’) have engaged people, using powerful frameworks for change, planning, workflow and communication. Re-launching EG Workforce Manager has been key to establishing control and creating an emotional connection for colleagues. Results are impressive: 21% FTE savings, renewals 75% faster, outstanding premiums cut by 50% and double the consistency of service. The new ways of working are now driving sustained, incremental improvement far beyond the initial recovery.
See how Planning gained a seat at the top Customer & Ops table and built confidence in the plan, while at the same time genuinely supporting those accountable for ‘doing the right thing’ in their own area.
Systems Thinking is often seen as incompatible with planning, yet the Planning Team at LV= embraced the opportunity to redefine their purpose, gaining a mandate to pioneer new activity and support people using data to make decisions. They are empowering advisors and providing bespoke support to business leaders. Planning models have been stripped back and simplified, data reports automated and made visible. Self-serve for lifestyle planning has cut escalations to Planning by 80% and helped people feel ‘set free’. A sector-first tool for surges in demand in home claims is planning what’s ‘waiting to happen’, before it happens, in stormy times! The shift in thinking has helped raise colleague engagement 12% across the business – and support the key goal of exceptional customer experiences, with NPS up seven points to +72.
See how ‘inspired experts’ in the Sky Planning Team drive innovation in planning, to bring strategic value to the business and make life better for customers and colleagues.
Sky considers 2019 to have been a vintage year for the organisation. Customer numbers, sales and profitability have all shown material increases and the Planning Team are at the heart of these impressive results. A strong commercial intellect coupled with a thirst for innovation, which puts people and customers at the forefront of their thinking, makes the team pivotal to the success. No longer just about operational efficiencies, this team is helping to shape the future strategy of the business. They run many concurrent projects, such as automation with robotics and apps, reducing customer effort and improving colleague work-life integration. Freedom to innovate, test, fail fast and learn is central to the team’s culture, whilst their career pathways programme provides inspiration and development for their own people.
See how the customer contact operation at Jet2 has been transformed, to sustain growth and be increasingly agile in a challenging market, with homeworking, real time automation and digital channels.
Transformation over the past 18 months has been rapid, powered by planning, resource strategy and technology. This is made possible by a culture that embeds change, to drive benefits and become increasingly agile. Homeworking is highly developed and fast-growing, with UK-wide recruitment and a robust virtual support network. Real Time automation (ARTI) from QStory is freeing up time for analysis and supporting homeworkers. Digital development plans include chatbots, asynchronous and in-app messaging. There’s been a hugely positive impact on colleagues and customers, with annualised attrition down to just 18% and adherence up to 82%, both in sales. What’s more, Jet2.com and Jet2holidays were the only travel sector businesses to feature in the Top 25 of the UK Customer Satisfaction Index.
Empowerment and ownership has given analysts confidence to work in a new way with stakeholders across the business, build new solutions and improve forecast accuracy.
An empowering innovation culture is driving significant and sustainable change at Three Ireland, based on a core value ‘one team’. It’s a great place to work, where anything seems possible and a simple development can have huge impact when passionate people pull together. A collaboration by Planning & Capability Transformation teams, 3 Cal is establishing a culture of planning ahead — seamlessly building on their award-winning real-time model to focus earlier in the planning cycle. It is now used across the business to plan activity with customer or colleague impact and has helped reduce forecast variance (from 20% to 2.5%) because activity is visible and built into the plan. Engaging with the operation, including Tech Mahindra in Mumbai, built ownership and embedded changes in the culture, so that everyone now better understands the impact of their activities on customers.
Categories: Library, Planning & Resourcing, Quality & Customer Experience, Data, Analytics & Insight, Strategy & Leadership, Beyond The Contact Centre & Back Office, Learning & Development
How many times have you been doing the Friday big-shop and thrown in a multipack of Jammy Wagon Wheels, because its on offer, and thought diet starts Monday? On one hand its very easy to put “things” off to the following week, on the other hand Monday’s provide a great “line-the-sand” for us to start again.
Categories: Library, Planning & Resourcing, Quality & Customer Experience, Data, Analytics & Insight, Strategy & Leadership, Beyond The Contact Centre & Back Office
I recently read an article that stated “The simple act of rotating your plate can make the food on it taste better.” Like many of you my first reaction was scepticism, surely this was yet another of those statistically unsound studies that newspapers seem to love. However, as I read on I found that this was a valid study conducted by the Science Museum scientists at Oxford University.
Categories: Library, Planning & Resourcing, Quality & Customer Experience, Data, Analytics & Insight