Customer contact centre

The context

Customer contact centres were in a state of transition due to the introduction of new systems, shift patterns, and a series of restructures. Performance was well below customer expectations with a general lack of ownership for solving customer problems. There was little continuous improvement activity and high rates of absenteeism prevailed.

The need

Undertake a review to understand the contact centre environment and how the existing culture has developed; develop a customer centric approach and a framework for improving service performance; develop the skills of individuals and teams creating ownership, engagement and a culture of continuous improvement.

The solution

A comprehensive review involving interviews, work shadowing and workshops undertaken with a cross section of staff throughout the organisation. Content included:

• Organisational structures, management processes, key performance measures
• Skills profiles, training and development, compensation and reward packages, incentives
• Resources and load profiles, resource management and scheduling
• Process overview, pinch points and handoffs
• Staff attitude, leadership, performance management and cultural indicators

The outcomes

The recognition that effective change needs to occur both top down and bottom up. The creation of a change process designed to 'get the basis right' through the active involvement of managers and staff in the process.