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Changing GearRise to the Customer Challenge

Ageas - Transforming planning and sharing best practice

Chloe Palmer– Performance AnalystKelly Metcalfe– Forecast and Planning AnalystAdam Savin – Dialler Manager

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Welcome

2

Before we start, have a chat with colleagues from other

organisations…

■ What are the biggest issues facing planning or MI functions

in your organisations?

■ What are you hoping to learn from these case study

presentations?

This session is being videoed

■ Conversations in groups or tables will not be recorded

■ Comments made to the whole room will be recorded so please introduce

yourself with name, job title and company

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Site visits

3

Please use one of the peach booking forms on your

table to book a site visit..

■ The site visit for Ageas will be on the 7th of July in

Bournemouth

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4

Agenda

Ageas Case Study

Discussion

Q&A

-Carl Bowles-

Head of Business Change

npower

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Changing GearRise to the Customer Challenge

Ageas - Transforming planning and sharing best practice

Chloe Palmer– Performance AnalystKelly Metcalfe– Forecast and Planning AnalystAdam Savin – Dialler Manager

author I 5-5-2015

AGEAS Retail Direct (ARD)

author I 5-5-2015

Transforming Planning :- Delivering Improved Stakeholder Engagement Leading

to Full Redesign of the Call Centre Efficiency Metrics

Operational Planning journey over the last 18 months following merge of 2 Companies.

Restructure of the team to create ‘specialists’

Emphasis on developing relationships within the new structure of the team

Building strong trust and relationships with the Contact Centre

Increased engagement through regular touch points

MI overhaul including review & refine of current processes in and

outside the team.

Launch of new efficiency metric & rebranding of current ones

7

Our Transformation Journey.

2013 Q4 2014 Q32014 Q2 2014 Q42013 Q3 2014 Q1

18 Month Journey

2013 Q4 2014 Q32014 Q2 2014 Q4

Sept - SPA Team expanded & multi branded to share best practice into Castle Cover

Dec – New Lateness process in line with RIAS

Sept – IEX launch into Castle Cover Dec - MI Specialist

contracted into Ops Planning

Feb – Shrinkage reporting & agreed set targets

Jan - Automated Holiday Booking Launch

Oct - Automated shift swap launch

Nov - Launch of new efficiency metric suite

Sept - Launch of new Month Ahead Resource & Forecasting process

Oct - Ops working on redefining efficiency metrics

Jul - New MI roles introduced

Sept – specialist forecasters introduced and identify the gap of planning processes –Review & Refine team launch

2013 Q3 2014 Q1

Jan - Regular shift reviews introduced. New MI infrastructure for new level of reporting.

June –Service Contract Agreed

Jan – Shift Efficiency factors introduced to all areas

Sept – OB Launch onto IEX system and introduced new Service Performance Analyst role for OB

Apr – Look Back, review & refine OB

8

2013Q1

2013Q2

2013Q3

2013Q4

2014Q1

2014Q2

2014Q3

2014Q4

author I 5-5-2015

Specialists Identify the Gaps

9

Where were the gaps?• Forecasters weren’t specialists –

providing different forecasts for several areas.

• No consistency.• Limited face to face contact with

stakeholders.• No look back process.• Limited daily reporting, restricting

ability to identify risks and opportunities.

• No review and refine process.• Unclear expectations of roles and

Business functions.

What are the key benefits?• More valuable to senior management

with insightful, focused knowledge.• Regular touch points through varying

communication styles.• Consistent message through all functions

of the Business.• Greater visibility and driving continuous

improvement.• Introduction of a Service Contract to

document commitments made by all parties.

2013 Q4 2014 Q32014 Q2 2014 Q42013 Q3 2014 Q1

Increased Engagement built by Daily, Weekly & Monthly Tasks

2013 Q4 2014 Q32014 Q2 2014 Q42013 Q3 2014 Q1

ENGAGEMENT

Yearly

Quarterly

MonthlyWeekly

Daily

Head of Operational

Planning

Forecasting & Planning Manager

Specialist Acquisition FC

Business Partners

Specialist Service FC

Business Partners

Specialist MI

Analysts

Planning & Performance

Manager

IB Service Performance Team

OB Service Performance Team

10

• Singular line of contact from Head of Operational Planning through to Operations.

• Planned activities and processes with a clear focus on regular contact with members of

team and key Stakeholders.

author I 5-5-2015

Introducing Review & Refine

11

Look Back

- Communication of previous month’s actuals to Operations.

- Provides understanding behind results

- Highlights relevant changes & trends

Resource & Forecast Process

- Face to face meetings

- Set time to complete

- Decrease in number of changes as a result

- Comprehensive plan agreed with all stakeholders

Month Ahead Pack

- Consistent & concise across all Departments

-Started in Inbound, then introduced into Renewals & CS in 2014

- Includes forecasted PCA% & enables identification of ‘hot spots’

2013 Q4 2014 Q32014 Q2 2014 Q42013 Q3 2014 Q1

Structured process cycle enabling stakeholders to have maximum

confidence in our work.

Progressive Monthly Planning – The framework

Week 3

IEX updates completed pre-extraction

OB Data count – marketing submission

Vs. budget

Week 4

Final forecast - signed off

2nd Headcount meeting

OB target review process - completed

Review Shrinkage levels

Week 2

R&F meetings

Draft forecast

Headcount meeting

Marketing mailing schedule – confirmed

Week 1

Previous Months Actuals

Look back – completed

MI team – extract data

Week 4/5

Month ahead - completed

Ops planning Month Ahead meeting

Dial plan finalised

2013 Q4 2014 Q32014 Q2 2014 Q42013 Q3 2014 Q1

author I 5-5-2015

MI Analysts Identify the Gaps

13

Where were the gaps?• No consistency in design of reports• Time consuming for Analysts and

Stakeholders as a result of non user friendly platform.

• Historical data missing or inaccurate due to manual input.

• Lack of structure for distribution of reports.

What are the key benefits?• Streamlined, consistent

reporting that enables Stakeholders to quickly and efficiently retrieve data.

• Reporting now automated• Time saving for Ops Planning,

allowing Analysts more time to proactively put action plans in place which are guided by the new reporting tools.

• One stop shop for historical data

2013 Q4 2014 Q32014 Q2 2014 Q42013 Q3 2014 Q1

Identifying Gaps

Implementing Change

Benefits Realised

author I 5-5-2015

User Friendly Shrinkage Reports Maximising Resource &

Hours Productivity

14

2013 Q4 2014 Q32014 Q2 2014 Q42013 Q3 2014 Q1

Group \ Activity Hrs Actual % Target %

Absence 940.00 3.03% 3.7% - -0.67%

Admin 1,632.30 5.26% 1.4% + 3.86%

Break 1,078.40 3.47% 3.9% - -0.43%

Development 1,932.47 6.23% 3.8% + 2.43%

Holiday 1,668.00 5.37% 6.6% - -1.23%

Meeting 785.17 2.53% 3.8% - -1.27%

Unavailable 457.30 1.47% 1.9% - -0.43%

Opportunity 0.1%

Out Of Business 3,249.50 10.47% 3.5% + 6.97%

Business Events 1,259.17 4.06% 1.2% + 2.86%

CCM Total 8,493.63 27.36% 27.80% - -0.44%HOD Total 3,249.50 10.5% 3.5% + 6.97%

OP Total 1,259.17 4.1% 1.2% + 2.86%

Shrinkage Total 13,002.30 41.89% 32.5% + 9.39%

Open Hrs 18,038.00

Total Hrs 31,040.30

HOD

OP

+ \ -

CCM

Select BU\Dept\Team:

Select Period:

Back To Front PageCS

Feb

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec YTD Target Var +-

SHRINKAGE % 37.40% 41.89% 44.55% 43.73% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 41.62% 30.25% 11.37%Target 28.80% 29.90% 31.10% 32.20% 33.30% 35.30% 35.30% 33.30% 33.30% 31.10% 31.10% 35.30%

CCM SHRINKAGE % 25.70% 27.36% 28.13% 29.95% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 27.45% 25.55% 1.90%CCM Target 24.10% 25.20% 26.40% 27.50% 28.60% 30.60% 30.60% 28.60% 28.60% 26.40% 26.40% 30.60%

Select Dept\Team:

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

SHRINKAGE %

CCM SHRINKAGE %

Target

CCM Target

Back To Front PageCS

Specific targeting

introduced to new report.

Key Benefits Data Held in Access DB Various Views for user

friendly understanding Easily Accessible Variances Graphs and Trends

Identifying Gaps

Implementing Change

Benefits Realised

author I 5-5-2015author I 5-5-2015

Consolidating Daily Call Reporting Together

15

Breakdown by department - Use this report to view a breakdown of total calls into lines to see individual line performances.

Forecast Vs Actual / Productivity - Use this report to see top level call data & department AHT as well as hours productivity against IEX required hours based on forecasts

ARD Inbound Sales

CC Home IB Sales

CC Motor IB Sales

RIAS Home IB Sales

RIAS Motor IB Sales

Ageas Direct Top Level

Ageas Direct Home IB Sales

Ageas Direct Motor IB Sales

Breakdown by Department

Breakdown by Department

Breakdown by Department

Breakdown by Department

Forecast V Actual / Productivity

Forecast V Actual / Productivity

Forecast V Actual / Productivity

Forecast V Actual / Productivity

Key Benefits Fully Automated User Friendly Various Views Available Clear indication of Branding &

Channels Available at top level, drilling down

to each department A full suite to view all the calls for

each channel and line 12 spread sheets combined into 3 to

save time and make finding the data more simplistic

2013 Q4 2014 Q32014 Q2 2014 Q42013 Q3 2014 Q1

author I 5-5-2015author I 5-5-2015

Re-branding Adherence to Right Place Right Time, a Customer

Focused Metric to Uplift Performance.

16

2013 Q4 2014 Q32014 Q2 2014 Q42013 Q3 2014 Q1

author I 5-5-2015author I 5-5-2015

New Efficiency Metric to Deliver And Understand Our Customer Time

17

Customer Time shows the amount of time that is spent undertaking an activity ‘for the customer’. This includes available time, call duration, wrap and hold, and includes the time an Advisor spends completing Customer admin tasks.

Based on hours agreed at month ahead. Customer time elements are shown as gradients, solid colours represent shrinkage elements. In this example, Customer Time has been affected by an increase in shrinkage - mainly in absence and development. Way of ‘telling the story’ around delivery of hours. Increased understanding of why there are variances to the plan.

Talk Wrap Hold Available

Open

Open

Admin

Admin

Admin

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Budget

Month Ahead

Actual

Talk Wrap Hold Available OpenAdmin Absence Unavailable Time Break Development

2013 Q4 2014 Q32014 Q2 2014 Q42013 Q3 2014 Q1

author I 5-5-2015 18

Improving Right Place Right Time in Inbound from 72.88% to 80.59%

Right Place Right Time within bonus schemes

RPRT removed from all bonus schemes

Ops Planning launch of new efficiency

metrics and rebrand of Adherence to

RPRT

Significant climb of performance from

Operations

2013 Q4 2014 Q32014 Q2 2014 Q42013 Q3 2014 Q1

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Improved Hours Delivery

In an IB function, hour delivery is not only dictated by Advisor behaviours but also by incoming calls. In an Outbound environment, there is no call demand and hour delivery is subject to management. The new KPI reporting tools allowed us to identify where lost OB hours were going and instigate action plans specific for the area off loss.

Reporting daily on hour delivery and with insightful information, allowed us to engage Operations with the importance not only of hour delivery but productive hour delivery.

2013 Q4 2014 Q32014 Q2 2014 Q42013 Q3 2014 Q1

author I 5-5-2015 20

Best Time to DialQ2 2012 – Q3 2014 Improvements

Key Benefits• Improvements to our data storage and process ability has

enabled us to produce far more than just KPI performance reports.

• We now have the specialist skill set and data design to produce ad-hoc Operational Planning MI.

• By being able to interrogate the outbound contact rate data, we were able to present it in 15 minute time intervals.

• This meant we were able to conduct detailed rota analysis, make recommendations for a more efficient rota and therefore maximising the outbound data.

• The detailed and robust MI used to support these recommendations gave increased confidence and engagement in our proposals, resulting in a positive shift redesign and an uplift it our contact rate.

2013 Q4 2014 Q32014 Q2 2014 Q42013 Q3 2014 Q1

author I 5-5-2015

Stakeholder Feedback 18 Months On – Engagement in

Practice

21

“Right Place Right Time – much easier to look up and interrogate right down to advisor level than before (via IEX reporting) and as a result Castle CS are actively working it” – Jane Lansley, CCM

“Excellent it feels like Chris Sills both challenges us and supports us. Just how it should be. Great teamwork” – Jane Lansley, CCM

“Both Lisa’s have been approachable, supportive and have held daily meetings with our managers. It has been a very challenging month and they have both really stepped up and got us to the best possible outcome with the resource we have.” – Tracy Marks CCM

“The introduction of Customer Time has certainly allowed me to look at what opportunities lie within Customer Service. It has also given my management team a better insight in what we can do in order to improve the journey we are delivering as well as develop their knowledge on the importance behind it. The support provided by Operational Planning across the CCM / TM population has been a great help. ” – Nick Wiltshire, CCM

“I have just finished my March R&F with Michael

Dornan. The process was as hassle free as it’s ever been

and literally took no more than 5 minutes. No longer is

the R&F an inconvenience and it really helps free up

some valuable time for myself as a TM. Just wanted to

say thank you to yourself and your team. Keep up the

good work J “- David O’Neil, Team Manager

2013 Q4 2014 Q32014 Q2 2014 Q42013 Q3 2014 Q1

author I 5-5-2015

In Summary – Our Successes

22

Operations –

• Attrition has seen a 5% drop,

• Average tenure of the business has increased to 44

months.

• Employee Engagement increased from 76% to

83%

• Right Place Right Time (Adherence) uplift in 2014

of 72.88% Jan 14 to 80.59% Feb 15 with a 4%

uplift in the RIAS brand.

• Hours delivery improvement of 9% against

agreed Month Ahead Plan in Outbound.

• Contact Rate improvement of 4.17% in Motor &

5.1% in Home due to introducing best time to dial

Operational Planning –

• 72 successful automated shift swaps within first 2

months, trending at 70 advisors swapping shifts per

month, saving each Service Level Analyst 3.5 hours work

per month.

• Automated holiday process saving Analysts 3 days work

per month.

• New efficiency measures launched Nov 14, leading to the

increase in customer time (Hours Delivery) and adherence

• New resource & forecasting process introduced which has

improved stakeholder relationships.

• New MI Reports has saved a total of 16 hours per week

within Ops Planning due to efficiency and automated

running of reports.

Restructured - Business Specialists - Best Practice - Engaging - Developing MI -

- Planning Framework

Improved Modelling -

Co

nso

lidatin

g -

- New OB Models

Mo

nth

Ah

ead

-

Week Ahead - Look Back - New R&F Process - Empower Advisors

New

Metrics -

Op

s Resu

lts

Ed

uca

te M

anag

ers

-

2013 Q4 2014 Q32014 Q2 2014 Q42013 Q3 2014 Q1

Questions

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Changing GearRise to the Customer Challenge

Thank You

24

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Questions

25

The site visit for Ageas

will be on the 7th of July

in Bournemouth

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Changing GearRise to the Customer Challenge

Ageas - Transforming planning and sharing best practice

Presentation of Finalist Certificate

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Changing GearRise to the Customer Challenge

Thank you to our finalists

27