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Answering the Call for Improved Customer ServiceImproving Call Centre Quality And Customer Service
The Ins and Outs of Outsourcing Your Call Centre Operations
Do you, or have you considered, outsourcing your call centre? Outsourcing is not for everyone, like most decisions it has its pros and cons. This session will allow you to learn about how outsourcing can be beneficial for your organization. Join Mathieu Peloquin as he explains how Reader's Digest Association of Canada has effectively outsourced their call centre operations, and how its provided positive results for his organization. Some issues Mathieu will tackle include:
Current economic trends of doing business overseas??why companies are outsourcing
Economic advantage of outsourcing
Legal, financial, political ramifications in Canada when outsourcing
Mathieu Peloquin
Manager, Customer Care
READER'S DIGEST ASSOCIATION OF CANADA
9:30 ?? Addressing Privacy Issues in Your Call Centre to Ensure Compliance with Privacy Laws
Since the introduction of privacy legislation, call centres have been wrestling with privacy concerns. It is imperative that call centres; that collect, use and disseminate a great deal of personal information, are well aware of their requirements with regards to the protection of information. This session will help clear some of the daunting issues facing call centres. Join John Beardwood as he answers some of the crucial privacy questions, such as:
To what extent are call centres employee's personal information covered by privacy legislation?
When outsourcing your call centre operations, what information should your representatives be requesting from your client to ensure you are collecting, using, and disclosing personal information in accordance with applicable privacy legislation
Do you need a privacy officer? Do you need a privacy policy?
What forms of consent meet the requirements of privacy law?
John Beardwood
Partner
FASKEN MARTINEAU DUMOULIN LLP
10:15 ?? Networking and Refreshment Break
10:30 ?? Comprehensive Call Centre Sourcing Strategies - Hiring Qualified Associates to Enhance Productivity in Your Call Centre
Sourcing the very best talent for your call centre is a complex and critical art that requires focused attention and creative thinking. This session will allow you to learn innovative techniques that integrate creative planning and alternative sourcing strategies with traditional methods in securing world-class talent. Participants will learn how to:
Leverage screening technology to verify excellence in core competencies
Utilize inventive planning methods to build a pool of talent that can be deployed across varying skill-sets and business areas
Expand partnerships with internal and external process owners to ensure complete collaboration throughout hiring timelines
11:15 ?? Converting the Traditional Call Centre into a Revenue Generating Machine
Transforming order-takers into salespeople can increase corporate revenues. Many organizations are looking to convert their call centres into revenue generating business streams. This panel discussion will tackle some of the key issues encountered during these transformations:
Changing the call centre culture
Eliminating the "used-car salesman" stigmas
Working towards the strengths of your call centre staff
Moderated by:
Dolly Konzelmann
President
INTERNATIONAL CUSTOMER SERVICE ASSOCIATION, TORONTO CHAPTER
12:00 ?? Lunch for Speakers and Delegates
Multi-Track Sessions - Please Choose A or B
Best Practices For Recruiting, Retaining And Developing Call Centre Staff
Integrating Process Improvements And Technologies For Improved Call Centre Efficiency And Effectiveness
Track A: Best Practices For Recruiting, Retaining And Developing Call Centre Staff
1:20 ?? Measurement Tools for Call Centre Staff: Implementing Monthly Scorecards to Accurately Gauge Employee Progress
At Unilever Canada the development and implementation of a scorecard was the answer to accurately gauging call center staff progress. Initially, their agents were asked to review the proposed data to be scored and offered their suggestions to their Supervisors. The Supervisors also reviewed the data and made suggestions on the scoring criteria. Once the criterion was determined, all levels of management approved the scorecards. Unilever's calls are "resolutions" as they are handling consumer issues and resolving the inquiries during the call. The criterion differs from a traditional Contact Centre who takes reservations, catalogue orders, etc. The scorecard illustrates a monthly review with Unilever's agents as well as a monitoring session where they listen to several calls together. This in turn gives the agent "one-on-one" time with their Supervisor to discuss strengths as well as areas for improvement. Join Joanne Parks as she outlines how this scorecard has enabled Unilever Canada to successfully measure the progress of their call center staff.
Joanne Parks
Manager, Call Centre
UNILEVER CANADA
2:05 ?? Moving Your Call Centre to a Sales-Based Call Centre: Effective Change Management Strategies for Easing the Transition
In order to increase the value of some call centres, organizations are looking to incorporate a sales approach into their existing models. Creating a sales-based call centre team is not an easy task. Changing the call centre mentality to include the sales aspect involves incorporating a successful change management strategy. This session will outline how CIBC has managed to integrate an effective change management strategy within their call centre and incorporate a sales approach to their call centre operations. Join Tracy Best as she outlines:
How CIBC has developed an effective skill based routing strategy
Change management techniques that worked in CIBC's call centre
How to gauge the effectiveness of your change management strategies
Tracy Best
Director, Customer Contact Centre
CIBC
2:50 ?? Networking and Refreshment Break
3:10 ?? Managing Performance for Part-Time and Seasonal Call Centre Staff: A Case Study in Sharing the Work Load
Most all Customer Care functions have "peaks and valleys" in contact volume. But for 1-800-FLOWERS.com, the peaks are more like Mount Everest. Each year, customer contacts quadruple for two weeks around three holidays. How does 1-800- FLOWERS.com ensure consistently high quality experiences for their customers? Connie Adcock will outline how her organization has managed to meet her call centre requirements through:
Workforce sharing relationships with companies that experience low contact volume during peaks for 1-800-FLOWERS.com
The use of temporary and outsourced employees to handle customer calls during high volume periods
Staffing and training of a multi-source workforce to meet customer expectations
Connie Adcock
Vice President, Customer Service
1-800-FLOWERS.COM
3:55 ?? Integrating Performance Based Scheduling into Your Call Centre: Incentivizing Your Agents to Perform to the Best of their Abilities
Some companies have been experimenting with a new scheduling methodology. It has implemented performance based scheduling into its call centres. What does this mean for those agents who are used to receiving their first choice when it comes to their schedule? What does it mean for those agents who meet all of their performance metrics? Attend this very interactive and discussion oriented session and learn how performance based scheduling can work in your organization.
Dealing with opposition to this type of scheduling
Understanding the benefits of performance based scheduling and how it can help increase retention
Using incentives to prompt people to meet performance measures through performance based scheduling
Chantelle Oltmanns
Operations Manager - MCI TPV Program
ISTONISH INC, VANCOUVER
4:40 ?? Closing Remarks from the Chair and Close of Conference
Track B: Integrating Process Improvements And Technologies For Improved Call Centre Efficiency And Effectiveness
1:20 ?? Using Call Centre Technology to Maintain Service Levels: The HBC Story
In 2002, Hudson's Bay Company re-branded their credit card portfolio and launched their new HBC credit card. With a projected mailing to 3 million cardholders, it was imperative that HBC maintain their high levels of service throughout the transition. HBC leveraged existing and new technology in order to support the large volume of card activation calls as well as respond to customer queries, all while minimizing customer inconvenience. Join Valerie Mills as she explains how HBC was able to:
Integrate technology into their call centre operations
Leverage virtual call routing capabilities and multiple sites to reduce customer wait periods
Maintain reasonable service levels throughout the transition period
Valerie Mills
Director of Contact Centre Services
HUDSON'S BAY COMPANY
2:05 ?? Utilizing Metrics to Improve Call Centre Performance and Customer Satisfaction
Are you looking for ways to align your employees around customer satisfaction? Is the focus of your contact centre on strategies that will differentiate your organization and provide access to knowledge of measurements, or are they limiting your ability to reach new levels of exceptional service? Focus your team on rapid improvement and clear direction toward your call centre vision. Establish intense cross-functional communication that removes roadblocks to success. Attend this session and learn how you can utilize metrics to improve performance and customer satisfaction in your call centre. Topics to be discussed in this session include:
Identifying patterns and emerging trends of performance and customer satisfaction ratings
Reducing performance defects
Recognizing outstanding performance
Improving communications in the call centre
Imad Al-Khoury
Director, Call Centres
SNC-LAVALIN PROFAC
2:50 ?? Networking and Refreshment Break
3:10 ?? Improving the Customer Experience with a Virtual Call Centre
Virtual call centres are more commonplace than five years ago. An enterprise typically invests several million dollars to make many call centres appear as one for an improved customer contact experience as well as reducing staff requirements. The results are impressive when people, process, and technology are working in harmony. The key is to understand how these three elements are working, and developing an approach to identify the steps needed to continually improve its call routing efficiency. This presentation will discuss how to implement and improve your virtual routing technology. You will learn how to:
Make the ROI and business case for a virtual environment
Understand what virtual load balancing really means and when it really works
Changing the culture from a silo to a virtual environment
Establishing metrics which identify the performance of your investment
Diagnosing routing anomalies
Paul Jackson
Director of Call Centre Operations
TELUS CORPORATION
3:55 ?? Utilizing Customer Metrics to Create Superior Service Performance
We know using good performance metrics will drive behaviour, but when taken from the customer's perspective, it results in service satisfaction and superior performance. Using quantifiable benchmark metrics and data from the customer's opinion, this session will view the most up-to-date attributes and statistics of top box 'excellence' vs. lowest 'dissatisfied' service ratings. This session will outline:
Feedback strategy linked to customer loyalty
What if design of direct, actionable feedback to the agent
Emerging quality model and its unique differences
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