Sitel Presentation - Professional Planning Forum

By Steve Henderson
& Jon Malinowski
Implementing Global Standards &
Improving Capacity Management
www.sitel.com
Company Confidential
Company Overview
Leading global business process
outsourcing provider of customer care
and back-office processing services
Value Proposition
Company Confidential
Global Footprint
Support 2.5 million contacts per day for more than 300 clients in 36 languages, 26 countries and 135+ facilities
United States
Canada
32 Centers
3 Centers
Netherlands
Denmark
Bulgaria
2 Centers
1 Center
1 Center
United Kingdom
Belgium
Germany
Poland
6 Centers
3 Centers
7 Centers
1 Center
Portugal
Spain
France
Italy
1 Center
8 Centers
3 Centers
2 Centers
China
Mexico
Panama
1 Center
3 Centers
Colombia
Brazil
India
Philippines
3 Centers
1 Centers
5 Centers
7 Centers
Chile
Nicaragua
Australia
2 Centers
2 Centers
2 Centers
Morocco
1 Center
5 Centers
Company Confidential
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Diversified and High Quality Client Base
Healthcare/Insurance
Retail / Consumer
Technology
Telecom
Wireless
2.1% of Revenues
9.6% of Revenues
15.2% of Revenues
12.1% of Revenues
16.0% of Revenues
Financial Services
Utilities
Media & Entertainment
Travel & Transport
Internet Service Providers
13.1% of Revenues
5.9% of Revenues
11.9% of Revenues
3.3% of Revenues
3.8% of Revenues
Company Confidential
4
Workforce Management Background
• Increasing costs
• Backdrop in the business of falling revenues
• Non-standard approach to planning varying by region
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Bespoke processes per client
Varying results
Extensive reworking within WFM system
Sometimes insufficient notice for recruitment
• Differences in the scheduling process, varying by site or even client
• Excess seat capacity that varied by country
• Manual & bureaucratic process for collecting site utilisation data
– Decisions regarding site changes took too long & had risks associated
Company Confidential
5
Workforce Management
www.sitel.com
Company Confidential
Global Operating System – Principles
Performance Management is Embedded in our Org Structure and Process
• Centralise (Consistency and Efficiency)
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Process
Certification
Availability of Content
Best Practices
• Regionalise (Focus)
– Specialists
– Client Focused
• Decentralise (Reach)
Regional Leader
Regional
Account
Operations
Leader
Site Leader
Regional Six
Sigma Quality
Leader
Regional
Operational
Performance
Leader
Operational
Reporting
Process &
Quality
Operations
Leader
HR
Facility
Management
Workforce
Management
Coach /
Team
Manager
Training
Agent /
Advisor
Region
Process and
Quality
IT
Site Team
Leadership
Development
& Training
– Customer Focused
– Service Delivery
– Feedback (closed loop needs analysis)
Project
Management
Work Force
Management
Metrics &
Management
Information
HR
IT
Operations Support
Our Global Operating System (GOS) is designed to ensure delivery to
our clients’ objectives – it is at the very center of our model.
Company Confidential
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WFM Process Overview
CENTRALISED WFM
• Builds Staffing and Hiring plan for sign
off with Operations
• Signed off assumptions are sent to
Scheduler to build the new week.
• Schedules completed 2-5 weeks out
depending on Global Region, reports are
sent and signed off by operations.
CLIENT
• Depending on Contract.
Provides Forecast to
DAO/SD within contract
deadlines Or Works with
ROC to determine Forecast
Or ROC provides and
reviews Forecast with Client
Company Confidential
OPERATIONS
• Attend Staffing and Scheduling
meetings to audit results
• Manage the agent setup and shift
assignments in WFM software.
• Manage Shift Bids, Time off etc
• Real time management
• Measure results and provide
closed loop feedback
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WFM Interactions
Weekly or bi-weekly meetings are done via
audio but also utilising Webex & webcams
where appropriate to build a relationship
between those who are remote from the site
Planner creates sizing, shrinkage
& headcount model
Planner
Hiring-Staffing Plan
Operation Review and sign off.
Operations Manager
Changes in Assumptions
Scheduler creates staff schedules
from the Planner’s agreed model &
assumptions
Scheduler
Operation Review
and sign off.
Gap Analysis
Schedules published for Agent
viewing then proactively
managed to Day 0
Company Confidential
Operations (WFMC)
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Standard Global Sizing & Hiring Model
• All sizings are carried out using the standard, global sizing template /
Hiring Plan that is tailored to each individual campaign
• Historical call & AHT trends as well as client forecasts, shrinkage &
FTE hours are tracked & forecast forwards
• Essentially a planner will run an entirely new budget forecast for
every meeting
Company Confidential
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Leverage WFM System
• We’ve recently moved to just utilising one WFM tool across EMEA
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Impact 360 is now deployed across all sites
• The system works in conjunction with the Hireplan process as we are
looking at different aspects
– All detailed work within 4 weeks is carried out in the WFM system
Company Confidential
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Global WFM Organisation - Current
There are 3 EMEA based hubs dealing with
English, German & Spanish languages.
Other languages (eg French, Dutch) are
managed remotely from these hubs utilising
staff within the region (eg our French mini-hub
is in Rabat, Morocco)
• Standard processes & our global reach means that we can move
elements of work to the most appropriate region based upon cost,
skills or resource availability – “right sourcing” our WFM teams
Company Confidential
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Planner Input & Output
Call Volumes
- Client provided or locked
- Run rate based on recent history
AHT
- Client locked
- Run rate based on recent history
Intra Day Call Patterns
- Run rate based on recent history with
any special days taken into account
Shrinkage
- Run rate based on recent history
- Glide path based upon site agreement
Staffing
- Actual headcount
- Historical attrition
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Recommended recruitment & training
groups
• Scenarios based on the above & the contracted service level are ran
ready to be discussed & then FTE requirements agreed with the site
• Once signed off the Planner inputs calls, AHT & agreed shrinkage into
the WFM system & confirms this in an assumptions document
Company Confidential
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Scheduler Input & Output
Agreed Planning Parameters
Current Staffing
- Volumes, AHTs, target shrinkage as agreed - Starters / Leavers input locally by sites
with the Planner & site
- Prearranged exceptions input locally by
- Intra Day call patterns
sites
Staff Contractual or Local Constraints
- Eg all staff must work 10 hours per day,
all staff must have paired days off
Employee / Site Preferences (if applicable)
- eg staff need morning shifts for childcare,
team based scheduling / breaks
• Best available schedules are created using the above constraints
ready to be discussed with the site & signed off for release to staff
• Shrinkage Values in WFM system need to be changed to the “unspent”
shrinkage so that SL can be forecast accurately
• Gap analysis & summary of shifts to be issued produced in report form
Company Confidential
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WFM Co-ordinator Tasks / Outputs
Update Employee Info in WFM System
- Starters / Leavers
- Sets staff constraints for scheduling
Review & Upkeep of Gap Analysis
- Reviews initial report issued by Scheduler
- Produces revised Gap analysis at key
points before shift is worked & takes action
as appropriate
Holiday Management
- Responsible for managing holidays to
agreed levels
- Should utilise WFM self service where
possible
Other Exception Management
- Inputs exceptions into WFM system,
before the event where possible
- May utilise WFM self service for agent
unavailability where possible
• Ongoing Gap analysis is the most important part of the WFMC role
– Each time this is reviewed, current shrinkage needs to be updated within
the WFM system so that an accurate service level is projected
• Agrees level of overtime / voluntary time off with the Site Director /
Ops Manager
Company Confidential
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Other WFM Related Staff
• WFM System & Process Analysts are responsible for
– Training of new WFM personnel
– Audit of site WFM processes, ensuring GOS compliance
– System administration of Impact 360 / Totalview
• Queue Watcher / Line Steerer
– These could be dedicated staff or conduct tasks in addition to a TM role
– Responsible for
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Management of daily / intra day service level
Agreement of on the day exceptions
Balancing of online / offline work where appropriate
Under certain circumstances may make on the day changes in WFM system but
this activity should be carried out by the WFMC where possible
Company Confidential
16
2010 Savings Achieved
• At the start of 2010 just the forecasting / planning function for our
German region alone was costing us £638k per year
– High T&F and legacy salaries meant that a member of staff was costing
the business an average of almost £40k
• Standardising processes allowed us to reduce workload
– Changes in clients allowed some further reduction
• Finally opening the ROC in Warsaw & moving all German work to there
meant that we were able to reduce the costs for the planning function
to £215k
– Average fully loaded cost for staff is now under £20k
Company Confidential
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CapMan – Capacity Management
www.sitel.com
Company Confidential
The Need For Change
• As with Workforce Management, processes to keep everyone up to
date with site capacity that had served us previously were no longer
as effective as we needed
• Sitel’s executive team needed a regularly updated, accurate and
holistic view of capacity within the business
• When we looked we could not find such a system on the market
– WFM tools could never be adequate as we needed to be able to project far
into the future, taking into account new campaigns that would be won and
also those that at some point would end
– Data from our Sales teams and their tools needed to be able to be fed in
• As nothing existed we took the decision to build our own
– The task was assigned to one of our business analysts who was both an
experienced programmer and had been working with our former processes
for some time so he fully understood our challenge
Company Confidential
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CapMan Defined
• Whilst the analyst who would build the system was UK based we’re a
global company and what works in the UK may not work in the US or
India so a global team was brought together to scope the system
Company Confidential
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CapMan Functionality
• Sites Management
– Site Contacts Management
– Site Campaigns , Services, Industry and Languages Management
– Site Capacity and Forecasts Management
• Reporting
– Capacity Report (Global, Region, Country levels)
– Sellable Seats Report
– Capacity Forecasts reports
• Sites Search
– By Campaign, Service, Industry, Language, Country …
• What if
• All delivered via local Intranet to any web browser or Blackberry so
Senior Management always have accurate data
Company Confidential
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CapMan – Data Hierarchy
Clients
Industries
Services
SITEL
MARKETS
REGIONS
FACILITIES
CAMPAIGNS
Company Confidential
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CapMan Screenshots
Company Confidential
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2010 Optimisation
• Once the system had been rolled out around the globe Executive
Management were able to start to use it to drive increases in site
utilisation that would have been high risk previously
• Complicated “what if” scenarios
and their financial effects could
be calculated with absolute
confidence in the numbers
• During a period of stable staffing
numbers the system was used to
make decisions that drove
utilisation up by almost 10%
Company Confidential
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Explore Our World
Company Confidential
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