Background
The scope of the project was to ensure a sustainable improvement in the way service way delivered through call centre. The issues identified by the client pointed towards effective management of the call centre.
Facts
The project was for a leading bank in Abu Dhabi, UAE.
Channels: The following channels were studied and changes were made in people and operations related processes to ensure optimal results.
Team size:
- Manager: 1
- Supervisors: 5
- Call centre executives: 70
Operational hours:
- Weekdays: All days
- Timings: 24 hours
- Shifts: 22 (All shifts put together)
Calls to agents per day: 5,000
Issues: The following were the concerns:
Productivity related:
- Low productivity
- No proper measure of performance
- Very basic scheduling tool
People related:
- Team handling skills
- Ambiguous growth path
Technology related:
- More technology used than required
Approach
Study was conducted to understand the following:
- Linkages between manger-supervisor-team members
- Performance evaluation processes
- Training process
- Feedback process
Solution
- Performance management system – proposed & implemented
- Feedback mechanism– proposed & implemented
- Career growth plan- proposed
- Regular calibration– proposed & implemented
- Opportunities for pro-activeness- proposed
- Automation opportunity-proposed
Results
Recommendations were implemented as a B-O-T (Build-Operate-Transfer) model initiatives helped in:
- Capacity released 27 man-hours per day
- Productivity improvement by 60% in 6 months
- Absenteeism down by 50% in 3 months
- Bank’s national service ranking up from 18th to 2nd