Presented by: Byron J. Fernandez General Manager, SRG Asia

Presented by:
Byron J. Fernandez
General Manager,
SRG Asia Pacific Sdn. Bhd.




Who are our customers?
What do they want?
What approach did we take to meet our
customer’s technology needs?
How did we do this?






iBulletin
WFM & RTA
ACD Differentiators
KEMS
Keeping it all together
And the Results…
Internal Customers:
• Call centre agents and team
leaders
External Customers:
• Clients (for outsourcers)
• End customers (the people who
call, email, fax or SMS you)
Unrealistic
KPIs I can
never meet
I hate my job!

We assessed the needs
of our customers (both
internal and external,
designed specifications
for them, developed our
systems, implemented
them, ran the systems in
operations, and finally,
evaluated our success, in
a repeatable model that
guarantees
sustainability
Unrealistic
KPIs I can
never meet
I hate my job!
 Make sure your agents know what they are doing,
and how they are doing.
 Call centres invest too little time on helping agents
understand how they are performing and invest far
too little in knowledge management.
 Knowledge management should cover at the very
least:
 Every agent’s own individual performance (in real time)
 Every agent’s own little repository of information (sticky notes)
 The ability to converse with a superior for help in the form of instant messaging



SRG AP’s home grown agent dashboard (developed by
our head of operations, with a system spec provided by a
team of call centre agents and supervisors)
SRG AP’s iBulletin was developed at virtually no cost
to the company
Provides agents with:
 Live real-time individual performance of agents
(attendance, adherence, quality scores and variable
income earned)
 Instant messaging
 Private and Public knowledge bases
 Photographs and biodata of individuals
Agent Scorecard (Daily/Weekly/Monthly)
40%
Activations
QA Fatal
QA Non-Fatal
30%
PRODUCTIVITY
Occupancy
40%
SCHEDULE ADHERENCE Attendance
Adherence
QUALITY
Weight
1
85% 0 - 99
10% 0 - 89
5% 0 - 89
1
100% 0 - 69
1
70% 0 - 84
30% 0 - 94
2
3
100 - 119 120 - 140
90 - 97 98 - 98
90 - 94 95 - 95
2
3
70 - 74 75 - 79
2
3
85 - 89 90 - 94
95 - 97 98 - 98
4
5
141 - 151 161 - >
99 - 99 100 - 100
96 - 99 100 - 100
4
5
80 - 84 85 - 100
4
5
95 - 99 100 - 100
99 - 99 100 - 100
SCORE RATING
120
3
99.2
4
94.4
2
76.5
3
95.2
99.9
4
4
SCORECARD RATING
Team Leader Scorecard (Weekly/Monthly)
40%
Team
Team
Team
30%
PRODUCTIVITY
Team
40%
SCHEDULE ADHERENCE Team
Team
QUALITY
SCORECARD RATING
Activations
QA Fatal
QA Non-Fatal
Occupancy
Attendance
Adherence
Weight
1
85% 0 - 99
10% 0 - 89
5% 0 - 89
1
100% 0 - 69
1
70% 0 - 84
30% 0 - 94
2
3
100 - 119 120 - 140
90 - 97 98 - 98
90 - 94 95 - 95
2
3
70 - 74 75 - 79
2
3
85 - 89 90 - 94
95 - 97 98 - 98
4
5
SCORE RATING
141 - 151 161 - >
125
3
99 - 99 100 - 100
99.2
4
96 - 99 100 - 100
94.4
2
4
5
80 - 84 85 - 100
76.5
3
4
5
95 - 99 100 - 100
95.2
4
99 - 99 100 - 100
99.9
4
Weighted
1.02
0.16
0.04
1.22
0.9
0.9
1.12
0.48
1.6
3.72
Weighted
1.02
0.16
0.04
1.22
0.9
0.9
1.12
0.48
1.6
3.72
•Designed from contractual
metrics and scaled down
accordingly
•Web-based and staff can
access their own scorecard online
anytime
•Discussed during 1-on-1 sessions
•Struggling staff will be put on a
Performance Improvement Plan
Used to determine:
•Performance incentives through
our R&R scheme
•Internal promotions
•Annual bonus / salary increment
• 1-1 regular coaching and real-time monitoring during the course of
interaction
• Refresher trainings and updates through iBulletin and knowledge base
• Performance tracking through balanced scorecards
• Regular cross functional calibration session between TL, QA, Training and
Client
• 80% of TL time is spent on performance management
• Automated performance tracking and knowledge base system saves
significant time
√
Unrealistic
KPIs I can
never meet
√
√
√
√
I hate my job!
√ fixed by iBulletin

Workforce management allows:
 Accurate planning of staffing for forecast call
loads
 Leave management
 Integration to ACD to ensure the accuracy of
forecasts and call loads
In short, it rids agents of dealing with TOO
MANY calls and reduces burnout.
 It all sounds great, but what really happens?


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In reality, forecasts go wrong, people get sick,
attendance goes down, celebrities come to
town, and achieving the elusive goal of
forecasting and scheduling to workloads
becomes nigh-on impossible.
Real time management involves the creation of
a team of “eyes” for the call centre which tracks
attendance and call arrivals in real-time,
schedules people to come in if required and
sends people off on leave if possible to ensure
that the workforce management goal is met. As
always, people make the difference.
√
Unrealistic
KPIs I can
never meet
√
√
√
√
√
√
I love my job!
√ fixed by iBulletin
√ fixed by WFM &
RTA
ACD – Route calls efficiently,
WFM, Multi Channels
CRM – Know what’s
been happening
Schedule
Correctly
for staffing WFM
Quality Monitoring Systems
coupled with Training
ACD Invisible
queuing,
Voicemail,
Web
callback
Knowledge management
systems (KEMS)
CRM – Know what’s
next! (KEMS)
So a PABX is a PABX is a PABX…
Modern day ACD systems allow for similar
functionality across all platforms.
 BUT….


=
=

Complete and accurate linking of ACD systems
to:
 Workforce management Systems
 Knowledge Bases
 Quality Management Systems
 Payroll systems
Allow you to bring out the best of your ACD
system for all customers.
 The SRG AP solution is pictured in the next slide

MCCS and CCA
Telephony
Predictive
Dialer
BluePumpkin :
Workforce
Management
Systems
Biometric
Verification
Systems
iBulletin
STAR – SRG AP Time
Attendance
Recording System
Witness :
Quality
Management
Systems
KEMS :
Knowledge and
Escalation
Management
Systems
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Voicemail on Queue – Customers can
leave a voicemail asking you to call back at
their convenience
Remote Login Capability - For our clients
(Corporations for whom we handle
customer interactions) can login remotely,
view performance, and generate reports
on their own
Universal Queueing – We use our ACD
systems to route emails, faxes and chats
to agents and measure SLAs on the same
Alternative Channels - It is not a good idea
to ignore text chat and SMS. Today’s
generation doesn’t even speak on the cell
phone anymore, they would rather SMS.
Generations beyond Gen Y want to decide
when and how to be reached)

Opening multiple channels of
contact is another way to ensure
customer service. By using email,
chat or text messaging, companies
can reduce the agents' time spent
with a customer and cater to
customers' preferences. While text
messaging and chat are less common
channels in today's tech support
centers, in the long term, they will
become more mainstream

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KEMS – Knowledge Base and Escalation Management
System was developed in house by SRG AP’s
operational team to cater to clients who do not
operate their own CRM systems. We offer this service
almost without cost to our clients, as a part of our
value add to clients and their callers
A key feature of KEMS is to allow for direct customer
feedback from callers in the for m of an SMS survey
which they respond to
KEMS coordinates this by isolating cellular phone
numbers and providing output to an SMS gateway to
SMS blast and track responses:
SMS Survey:”Please
rate our customer
service
representative on a
scale of 1-5
KEMS
SMS Response: 1-5

Not only you need to “listen” to your
customers, but also your clients, your
operation team, your vendors and
even your competitors

How frequent you “seriously” conduct
a client survey?

Who defined the measurement
matrix?

What are you doing with the findings?
Customer
87% would
recommend others to
work for SRG AP
S. D.
6%
Somewhat Agree
35%
Disagree
7%
Agree
52%
Efficiency


Knowledge
Experience
KEMS allow us to build an institutional knowledge base
from the collective experience of current agents, as it is
user editable. An agent who resolves a tricky problem for a
customer can record instructions for his colleagues about
how to handle similar issues in the future.
When an experienced employee leaves, new hires can look
up the information on the database. When older agents
leave, we do not lose our information assets.
The best systems are nothing without the
ability to keep them running
 Resilience is a must, from the point of view
of:

 Power
 Fire
 Water
 Environment Monitoring

3 Phase, 415V supply with online UPS supply connected to 3
tonnes of lead acid batteries, diesel generators and an
automatic cutover mechanism in case of power failure

FM200 Fire
Suppressant System
(Computer
Environment Safe),
with evacuation
control sires, signage
and appropriate
notification through
Environment
Monitoring System

Water detection
systems which will
detect water leakages
and condensation
issues in the data
centre area. Connected
to Environment
Monitoring System.

EMS system with
GSM SMS
capability to
inform IT
personnel of
abnormal changes
in temperature,
humidity, power
supply, airconditioning and
water detection
ACD, IVR and Quality Assurance (MCCS and
CCA) – RM5m
 WFM – RM.75m
 iBulletin – RM0.1m per annum, zero
development cost
 KEMS – RM0.2m per annum, zero
development cost

Systems
Effectiveness Gains
ACD
Increased customer
Differentiators satisfaction, reduce
customer anger from
waiting
Efficiency Gains
Financial Gains
Reduced customer
wait time and
increased agent
utilisation
Reduced penalties
on not meeting
SLAs, RM720k per
annum
WFM
Improved leave
Consistent agent
Reduced agent
management, improved utilisation
absenteeism by 3%
agent satisfaction
throughout the day or RM468k per
annum
iBulletin
Improved agent product Lowered agent
knowledge
AHT by 10%
KEMS
Ability for smaller
clients to have a CRM
platform, allows for CSI
to be generated in a
cost effective manner
Increased revenue
by 10% on cost per
call contracts
Lowered AHT,
Increased revenue
increased customer on cost per call
satisfaction
contracts, allowed
claims of bonus
payment on CSI
Mission Critical System Uptime
120%
100%
Nortel
Uptime
80%
CCA
60%
Core Switch
40%
Telco Infra
20%
0%
Uptime Target is 99.90%
Month
120%
Uptime
100%
80%
60%
40%
20%
0%
Witness Voice and Interaction Recorder & QM
Exchange servers 1 & 2
Database Server
Month
Uptime Target is 99.90%
Workforce Management
Primary and Backup Domain Controller
SAP
Byron J. Fernandez
[email protected]