Call Center Philippines

Tuesday, July 26, 2011

Increasing Productivity in Contact Centers

There are helpful technologies are available for agents to help themselves in improving productivity, the key agent self-help tools include:

*Collaboration tools (between agents and supervisors) to makes real-time planning, tracking and exception handling easier and allows agents to log in and view schedules and request changes. These not only automate shift bidding, but also introduce a higher degree of fairness in awarding shifts. An automated rules engine is able to factor in seniority or ‘bonus points’ and assign shifts accordingly.

*Knowledge bases intuitive to provide access to complex product/service information to the agent while interacting with the customer (and typically can be similarly accessed by customer self service applications)

*e-learning tools to provide focused training (‘soft’ call handling and negotiation skills as well as product/service knowledge and cross/up-selling techniques).

In virtual contact centers, there are not a large amount of tools that empower an agent to self improve. What does exist are systems and application that store and make information available to agents to improve themselves through e-Learning. These are usually merged with a Quiz that an agent would take to assess their level of knowledge. This is useful for teaching technical skills and keeping an agent’s product knowledge up to date but does little to improve the agent’s customer interaction skills. There are some new technologies that uitilizes call evaluation scores and feedback from customer surveys to generate an agent performance profile. This in turn can be used to identify specific agent weaknesses and make suggestions on areas of improvement. This can then be used to optimize the use of agent development resources. If knowledge is a weak area online knowledge systems can be suggested as a solution. If knowledge is good but tone is a problem then an interaction with a trainer may be recommended. The automation of development of the identification areas through the merging of quality assurance and customer feedback and analysis using modern statistical tools to is an exciting frontier. It must however focus on improved training resource usage rather than reducing the amount of agent training and up skill.

Workforce management can put up web screens for agents to measure themselves against numbers of contacts taken, adherence and improving their own resolution times as they mature. It can also allow them to see who is in the queue ready for taking contacts before they make a judgement move to go into research mode or whatever your classifications are for being in a "not ready state". The first time a representative listens to themselves taking a contact, they are able to start improving how they respond to customer needs. Recorded contacts are also used as training instances for new hires. Ticketing tools allow you to build knowledge by looking at other technicians/representatives answers or solutions to issues. No one needs to be there to help them search - and it allows us all to improve upon our communication skills.

Thursday, July 21, 2011

Moving Up the Outsourcing Chain

Philippines being on the top of virtual contact center business, is moving up its competency to the next level to become the global leader in multilingual business process outsourcing (BPO).

The managing head of the Board of Investments Cristino Panlilio, said the agency has partnered with IBM in a bid to cash in on the Philippines’ multilingual talents as more and more companies, particularly from Europe and Asia-Pacific, expand outsourcing activities.

IBM itself will be the biggest catcher of those multilingual talents as it plans to fill in 3,000 more jobs over a one-year period. And IBM currently has 10,000 workers in the Philippines. IBM has the largest contingent of multilinguals with more than 200 local and cross-border talents supporting 15 languages, this number is expected to double in three years.

The number of local multilingual talents in the Philippines is three times the number of foreign multilingual talents and that number is growing by 8.7 percent annually. Aside from an already rich pool of multilingual talents from the BPO sector itself, the DTI said other sources of multilingual talents include the academe, government and the hospitality industry.

According to Panlilio, a training facility will be set up at the Ortigas Center. On the academic side, the partnership hopes to increase the quantity and improve the quality of graduates proficient in Nihongo, French, German and Spanish.

OFWs will be encouraged to return and practice at work the language they have learned abroad. There is also an initiative to simplify and integrate processes and policies on work permits for foreign nationals and visa applications for local talents going on knowledge-transfer abroad.

According to the project brief, there is a need to develop a research and development program focusing on multilingual capability since growth markets are in Europe and Asia Pacific. Today, multilingual talents in the Philippines mostly handle non-sales activities such as on customer services, document analysis, technical support and teaching.

Today, our local BPO business supports over one million client employees in 15 languages from Manila and provides global support to 84 countries in North and South America, Asia and EMEA, all delivered in their natural time zones. IBM’s capabilities and best practices in multilingual BPO business, coupled with strong and strategic cooperation from the BOI, will further establish the Philippines as an upcoming leader in the global multilingual BPO arena.

The Philippines continues to lead the global IT and BPO evolution with a strategic engagement with IBM that will cement the position of the country as a center of excellence in multilingual BPO. What we are witnessing is an acceleration of our country BPO industry service offerings that would help attain our industry targets of creating 1.3 million jobs and $25 billion in revenues by 2016. This is also part of BOI’s commitment to further reinforce our reputation as a preferred destination for niche BPO services.

Higher growth and more opportunities for the BPO industry in markets such as the UK. Over the past decade, the Philippine BPO industry has grown to achieve $11 billion revenues and employs close to 526,000 people. These numbers show that the industry is a major contributor to exports.

The briefing was organized by the founding members of the British Philippine Outsourcing Council and the Philippine Trade and Investment Center. The Philippines was the recipient of the Offshoring Destination of the Year Award by the UK’s National Outsourcing Association in 2007, 2009, and 2010. Britain is one the Philippines’ top markets in the European Union. Exports amounted to $395 million in 2010. Industry data also showed total investments from Britain amounting to $146 million last year.

Under the proposed Philippine Export Development Plan, services exports which include IT and BPO are expected to increase their market share to 24 percent by 2016. The British Philippine Outsourcing Council, an organization based in the United Kingdom, provides outsourced services to the Philippines.

Monday, July 18, 2011

Philippine BPO Firms Expand Social Media Services

Emerging technologies such as social media are not only changing the way people communicate, but are influencing the services offered by business process outsourcing (BPO) firms as well.

According to some BPO firms, their non-voice service offerings are slowly seeing growth. And a fair amount of non-voice BPO, such as back-office email management, chat processing, coupons processing and claims processing, among others. Social media work is also considered back-office. By helping clients in inserting experts into blogs and forums on the web, so that when there's an issue in the social media realm, we insert an expert there to resolve the issue.

Evolving BPO services
Non-voice BPO services are beginning to push the local BPO market to growth, as voice-based BPO services in the country near saturation. In April, the Business Processing Association of the Philippines (BPAP) said that non-voice BPO sector has outpaced the contact center industry in 2010, as it posted a high 30-percent growth rate last year. Employing more than 100,000 professionals in this sub-sector—with many of these BPO employees coming from financial and accounting, legal, and medical sciences backgrounds. It is only in the past year that the company has started doing social media relationship management, in response to the changing landscape of consumer technologies.

Consumers today are becoming pretty demanding and expect a high degree of satisfaction, adding that consumers now expect the same level of service rendered in different kinds of channels—be it through the phone, email or social media. Putting some attention into our technology business sector, a decisioning tool was developed to help agents personalize interactions with people on other channels, so customers get the same experience no matter what channel they use.

Young workforce
This shift towards multi-channel customer service demands a new set of skills from agents, but fortunately, the current crop of workers are immersed enough in these new technologies. The younger generation of agents have familiarity with texting, chat and social media. They have wonderful multi-tasking skills, and that's important when you're going to serve customers.

Moreover, BPO clients dealing with new technologies such as smartphones and tablets call for more advanced troubleshooting skills.

Retain Motivated Entry-Level Employees

One of the most difficult challenges facing HR departments are recruiting and retaining motivated entry-level employees. This is particularly true for companies that operate virtual call centers and customer service centers. In this article I will discuss a 4-step process that will help you recruit and retain motivated entry-level employees.

Defining your job opening is the first step in recruiting motivated entry-level employees. By defining your job opening, you will be able to write a better job advertisement, which will lead to recruiting better performing employees. The questions you need to ask include: What is your company trying to accomplish with this position? What job duties will this employee perform on a daily basis? What performance level defines success in this position? What performance level defines failure in this position? What skills are required for quality job performance?

What is the personality type of an employee that will be a top performer in this position? When defining your job opening, talk to employees at your company who are top performers at this position and ask them what makes them successful at their job. Also ask them what type of person you should be looking for when recruiting new employees. Your current employees will provide you with valuable insight into both defining your job opening and in determining the type of person that will be successful at that position.

Once you have clearly defined your job opening and the traits that lead to high job performance, you are ready to write your job advertisement and start marketing it to job seekers. In order to recruit highly motivated, entry-level employees, you must write an outstanding job advertisement. Understand that the purpose of your job advertisement is to attract targeted job seekers. Your job advertisement is a marketing tool and should be written as one.

Now that you have a pool of applicants that have applied to your job advertisement, you need to determine which applicants to interview. This is the stage where most hiring mistakes are made because we still tend to hire with our heart instead of with our head. To help solve this problem, have applicants take assessment tests to test for skills and personality (i.e., personal motivation) associated with high job performance within your specific industry and job category. Assessment testing provides you with an unbiased means to filter out applicants that do not have the skills and/or personality profile necessary for high job performance. Applicants that receive high scores on assessment tests are the candidates that should be considered for interview and possible hire.

It is unfortunate, but companies do a lousy job of retaining their high performing employees. When a great employee says they are leaving, what steps do management and HR take to try and keep that person? Usually very little. Instead of asking the employee what it will take to persuade him or her to stay, and then doing what it takes to keep that employee, we start writing a job ad to find a replacement before the employee's seat is cold. Normally, what it takes to retain your high performing employee is far less expensive than recruiting and training a replacement. Therefore, do whatever it takes to retain your high performing employees.

Considering the time, effort and money involved in hiring new employees, it makes smart business sense to hire and retain motivated employees. This is especially true with entry-level positions where turnover and training costs are high as in the virtual call center industry. Motivated employees have higher job performance, they respond better to training and they remain with a company longer. This in turn increases job performance while lowering future recruiting and training costs due to lower turnover. To see the positive impact of hiring motivated employees, look at your company's star performers. I bet they all have one personality trait in common—they are all highly self-motivated.

The second part of this strategy is that once you have hired motivated employees, do everything you can to retain them. Understand that employee retention is primarily a management issue. Motivated employees stay at companies where management makes them feel good about themselves and good about the job they are doing. Compliment and reward your employees when they perform well. Tell them they are important to the success of your company. Build a career path for motivated employees and advance them within your organization because if you don't, your competitors certainly will. Realize that your company is only as good as its employees. Therefore, give your company the best opportunity for success by hiring and retaining the best people--highly motivated people.