How "1823 Citizen's Easy Link" Has Improved the Enquiry Service to Citizens of Hong Kong HK Tang, Chief Executive Officer Efficiency Unit, HKSAR Government.
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Slide 1
How "1823 Citizen's Easy Link"
Has Improved the Enquiry Service
to Citizens of Hong Kong
HK Tang, Chief Executive Officer
Efficiency Unit, HKSAR Government
Slide 2
Outline
Background
Operation of Call Centre
Performance Measurement
Key Strategy
Customer
People
Process
Technology
Slide 3
Too Many Numbers – Too Difficult to Find
2038 9661
2363 0068
2184 8858
HKSAR
Government
2864
9763
has over
1 200 0068
2363
2510 6888
2516 7499
published numbers
2189
8222
for enquiry and complaints
2763 9643
2510 6888
2989 9999
2238 0309
Slide 4
Too Difficult to Get Through
• Always busy, not answered, or
answered by machine
• Over 40% call abandon rate
Slide 5
Inconsistent Service Levels
• Response Times
• Information Quality
• First Call Resolution
Service
Standard
a b c d e f g h i j Department
Slide 6
IVRS – Solution or Problem ?
Over 60% callers choose to talk to an operator
Slide 7
Solution : An Integrated Call Centre
Citizens
Departments
One Stop 24 hours
enquiry service
Relief from non-core
business
No need to understand
government organisation
structure
Guaranteed service level
through Service Level
Agreement
Enjoy quality and
responsive service
Tracking of case progress
and timely reminder
Well-deifined service
standards
Useful enquiry statistics for
management planning
Slide 8
Vision
The most caring and convenient
government call center to provide quality services.
Slide 9
Participating Departments
Agriculture, Fisheries and Conservation Department (漁農自然護理署)
Architectural Services Department (建築署)
Buildings Department (屋宇署 )
Civil Engineering Department (土木工程署)
Electrical and Mechanical Services Department (機電工程署)
Food and Environmental Hygiene Department (食物環境衛生署)
Highways Department (路政署)
Leisure and Cultural Services Department (康樂文化事務署)
Marine Department (海事署)
Hongkong Post (香港郵政)
Rating and Valuation Department (差响物業估價署)
Transport Department (運輸署)
Labour Department (勞工署)
Slide 10
Ad-hoc Projects
Continuing Education Fund by Student Finance Assistance Agency
Environmental Hygiene and cleanliness hotline for Team Clean
Tax Return hotline for Inland Revenue Department
SARS Enquiry Hotline for Department of Health
SARS Home Confinement Hotline for Home Affair Department
Various promotion programme by Tourism Commission, e.g.
Symphony of Lights, CLP Lighting Up Hong Kong, Hong Kong
Mega Sale, etc
MTR Tseung Kwai O Extension Hotline and Westrail Hotline by
Transport Department
Hong Kong Infrastructure Experience by Planning Department
Slide 11
Overview
Established in July 01
Monthly calls – around 120K
and 40K emails
Internet
7 days X 24-hours
Easy to remember 4-digit
number – 1823
Multi-access channels
Multi-lingual
Queue position / voice mail
Trained agents – 140
Well-equipped positions – 91
EMAIL
Slide 12
Mode of Operation
Knowledge
Base
Consult
Knowledge
Base
Citizen
Enquiry/
Complaints
Hotline No.
Update
Enquiry
citizen and
handled
Close file
Route
Reminder /
Service
Escalation
Requests
to Dept(s)
to Dept(s)
Have
Dept(s)
Response
Open
contacts
file & Log
details
Depts
Slide 13
Performance Measurement
Nature
Items
Target
Service
Call Answered
More than 90% of call
received
Abandoned Rate
Less than 10%
Telephone Service
Factor
More than 80% of calls
answered within 12 sec
First Time Resolution
More than 90%
External Customer
Satisfaction
More than 3.8 (out of 5point scale)
Average Call Handling
Time
Less than 340 seconds
Occupancy
More than 70%
Quality
Productivity
Slide 14
Call Received vs Call Answered
130,000
126,110
125,000
120,000
122,771
111,753
Call Volume
115,000
109,742
110,000
105,000
97,960
100,000
94,132
95,000
90,000
99,256
88,230
95,171
97,683
91,749
85,000
80,000
83,806
Apr- May- Jun- Jul03
03
03
03
108,524
107,216
107,595
105,880
92,660
96,046
94,343
88,419
90,898
92,248
93,720
86,019
Aug- Sep- Oct- Nov- Dec- Jan- Feb- Mar03
03
03
03
03
04
04
04
No. of call received
Month
No. of call answered
Slide 15
Email from Citizen
25,000
21,794
20,000
16,894
Email
15,000
12,046
10,000
5,000
11,589
11,839
10,804
6,274
8,857
6,027
5,838
7,144
5,850
Apr-03 May-03 Jun-03 Jul-03 Aug-03 Sep-03 Oct-03 Nov-03 Dec-03 Jan-04 Feb-04 Mar-04
Month
Slide 16
Call Answered within 12 Seconds
90%
87.0%
85%
82%
TSF
80%
80.0%
82.6%
83.2%
83.0%
79.2%
Target > 80%
75%
70%
80.9%
81.6%
84.0%
84.7%
69%
65%
60%
Apr- May- Jun- Jul- Aug- Sep- Oct- Nov- Dec- Jan- Feb- Mar03
03 03 03 03
03 03 03 03
04 04
04
Month
Slide 17
Average Speed to Answer
18
16
17
14
Seconds
12
12
10
9
8
9
11
11
9
7
6
12
13
7
7
Oct03
Nov03
4
2
0
Apr03
May03
Jun- Jul-03 Aug03
03
Sep03
Month
Dec03
Jan04
Feb04
Mar04
Slide 18
Percentage
Abandon Rate
12.00%
11.00%
10.00%
9.00%
8.00%
7.00%
6.00%
5.00%
4.00%
3.00%
2.00%
1.00%
0.00%
Target < 10%
4.10%
2.04% 2.32%
1.28%
2.00%
2.02%
1.41%
1.63%
1.38% 1.35%
1.44%
1.69%
Apr-03 May-03 Jun-03 Jul-03 Aug-03 Sep-03 Oct-03 Nov-03 Dec-03 Jan-04 Feb-04 Mar-04
Month
Slide 19
First Time Resolving Rate
95%
Target > 90%
90%
percentage
90%
90%
85%
91%
92%
92%
90%
89%
90%
91%
91%
89%
89%
80%
75%
70%
Apr- May- Jun- Jul- Aug- Sep- Oct- Nov- Dec- Jan- Feb- Mar03
03
03
03
03
03
03
month
03
03
04
04
04
Slide 20
Customer Satisfaction
4.3
4.2
4.16
4.17
4.1
Points
4
3.98
3.9
3.88
3.9
3.83
3.8
3.86
Target > 3.8
(5 point scale)
3.7
3.6
3.58
3.6
3.5
3.4
Jul-03
Aug-03
Sep-03
Oct-03
Nov-03
Month
Dec-03
Jan-04
Feb-04
Mar-04
Slide 21
Complaint vs Comnpliment
20
19
18
17
16
14
14
cases
12
10
10
8
6
4
6
5
10
7
7
5
5
4
13
10
10
8
6
5
3
2
6
5
4
3
1
0
Apr03
May03
Jun03
Jul03
Aug03
Sep03
Oct03
month
Nov03
Dec03
Jan04
Feb04
Mar04
Complaints
Compliments
Slide 22
Average Call Handling Time
Target < 340
Seconds
360
340
320
Seconds
300
312
301
306
289
284
280
278
280
272
268
260
251
257
262
240
220
200
Apr03
May03
Jun03
Jul03
Aug03
Sep- Oct03
03
Month
Nov03
Dec03
Jan04
Feb04
Mar04
Slide 23
Key Strategy
Customer
People
Strategy
Technology
Process
Slide 24
Customer - External
On-going Customer Satisfaction Survey
Monitor customer satisfaction towards the service and
individual staff
Continuous customer satisfaction survey to all callers
through an automated IVR system
Internal Call Monitoring
Supervisors will monitor at least 100 calls/emails per month
Voice and screen monitoring with well-structured
guidelines
Calibration by QA Officer to align assessment standard
Intensive coaching to drive on-going improvement
Complaint & Compliment analysis
Monitor trend
Understand nature for improvement
Slide 25
Customers - Internal
Flexible charging scheme to departments
Savings achieved by departments by
transferring enquiry service to 1823 CEL
An agreed sum based on call volume
Fee per call
Agreed number of call agents
Principle : break-even – not profit making
Slide 26
Customers - Internal
Partnership with Departments
Regular departmental Liaison Meeting and ad-hoc
meeting to discuss department-specific issues
Dedicated Liaison Officer from ICC to work closely with
department to ensure smooth daily operation, timely
update of information in Knowledge Base and response
to requests from departments
Dedicated Business Process Re-engineering Team to
review and streamline the process, procedures and
knowledge base
Service Level Agreement with Departments
Roles and responsibilities of ICC and Department
Service standards
Internal escalation to ensure timely action and response
to enquiries/complaints
Slide 27
Organization Chart
H K TANG
Business Process Reengineering Team
CEO
Ming PANG
Senior Call Center Mgr (Ops)
George NG
Manager (Adm)
Jenny LAI
Terry YIM
Call Center Mgr (Ops)
Mgr (System Support)
Training & QA Officer
Assistant Call Center Manager (Adm)
Assistant Call Center Manager (Ops)
Chris CHU
Venus YAU
Assistant Mgr
(System Support)
Wickie LAM
Patrick PI
Ricky CHEUNG Arthur CHOI
Becky LEUNG
Technical Support Officers
Call Center Supervisors
Senior Call Center Agents / Call Center Agent
Admin. Assistant
Admin. Assistant
Prudence
SZE
Slide 28
People - Recruitment
Recruitment criteria tightly tied to job requirement, e.g. for agents
Qualification: F5 standard with pass in English & Chinese
Experience: Minimum 1 year customer service or call center experience
Skills: Typing skills
Personal competency: customer service and communication skills
New recruits will go through an intensive assessment on the followings
during the training period before qualified to handle call
Customer Service skills
System & computer skills
Department knowledge and procedures
1823 CEL standard
QA officer will closely monitor the performance of new recruits on a daily
basis for one month before handling over the staff to operation division
Slide 29
People - Training
Induction Training for New Recruits
Nature
Content
Orientation
Soft Skill Training
System Training
Course
Duration
1 Day
Effective Customer Service Training
2 Days
Team Building & Effective Communication
1 Day
Quality Assurance
0.5 Day
Use of Telephony System
0.5 Day
Siebel Operation and Procedures
4 Days
Departmental Knowledge Training
4 Days
Field Practice & Assessment
5 Days
Slide 30
People - Training
Training
Induction training for new recruits
Training for departmental
knowledge for new recruits
(1.5 to 3 days per department)
Refresher training on updated
departmental knowledge
Customer service focus Group
Training on new system features
Other Training e.g.
EQ Course, how to handle difficult
customers, first aid training
Days
Customer
Service
Skills
18
About 4
months to
complete
multi skill
training
0.5 – 1
0.5
0.5
0.5 – 1
System
Skills
Departmental
Knowledge
Personal
Competency
Slide 31
People – Motivation
Motivation Scheme
Smart Agent of the Month
Smart Agent of the Year
Smart Team of the Month
Best Coach of the Year
Call of the Month
Award:
Gift (e.g. hotel buffer coupon)
Certificate
Higher priority for Training or Visiting
Slide 32
People - Communication
Weekly operation and QA meetings with supervisors
to review agent performance
Monthly team meeting amongst supervisors and
agents to build team spirit and enhance peer learning
Tea meeting with agents to enhance communication in
an informal manner
Bi-monthly lunch gathering with all staff to build up
morale and to present awards
Annual retreat day for all staff to cultivate call centre
culture and align vision
Annual Staff Satisfaction Survey to collect staff
feedback
Slide 33
Support
Help staff set up a Recreation Group (康樂二課)
With the support of management, the Group itself organizes
Staff opinion poll
Visit to client departments
Bi-monthly tea gathering and birthday party
Recreation activities such as outings
Competitions
Slide 34
Process
Management Process
Performance Management
Quality Assurance
Recruitment & Training
Resources Management
System and Procedure Enhancement
Customer Handling Process
Knowledge Base Updating
Procedure and Standard Script
Siebel Operation
Slide 35
Process – Performance Management
Assess individual staff performance based
on a set of measurable Key Performance
Indicators in the areas of Service, Quality
and Productivity to
Drive performance of individual staff
and self-motivation for improvement
Provide clear guidelines for
performance assessment and contract
renewal
Provide a basis for the incentive
scheme
Slide 36
Process – Performance Management
Incentive Scheme
Each of the staff is assigned personal performance
targets
Achievement of targets by staff will affect their
entitlement to
contract-end gratuity
additional annual leave
Slide 37
Process – Performance Management
KPIs
Responsible Target
Agent
Supervisor
Quality
Customer Satisfaction
No. of Complaint/
Compliment
No. of Call
Monitored
N/A
Productivity
Avg Call Handling
Time
Adherence
Conformance
Attendance
Minutes of Lateness
Slide 38
Process – Performance Management
Average
Performance Score
% of Gratuity
Payment
Extra Annual Leave
Day
90-100
100%
1 Day
80-89
90%
1 Day
70-79
80%
0.5 Day
60-69
70%
0.5 Day
50-59
60%
Nil
Below 50
0%
Nil
Slide 39
Process – Quality Assurance
Regular
call monitoring
Management
Information
Report
Complaint from
caller/department
Supervisor /
Manager
observation
Call evaluation
and calibration
Identify and prioritize areas
for improvement
Agent
coaching
Refresher
training
Knowledge
base update
Procedure
review
System
enhancement
Slide 40
Process - Call Monitoring
100% calls recorded by voice logger system
Supervisors carried out call monitoring and
complete evaluation form in system
Each supervisor evaluates a minimum of 100
calls/emails per month
Call evaluation emphasizes on accuracy of
information given
Carry out coaching and arrange training if
required
QA officer carried out calibration for evaluation
by supervisor to align standard
Slide 41
Process - Call Monitoring
Scoring
Accuracy of Information – 50%
Call Handling Procedures – 10%
Customer Service Skill – 15%
Use of Siebel – 15%
Knowledge Base – 10%
Frequency
1-2% calls were monitored
Supervisors submit weekly report
Slide 42
Process – KB Update
Ad-hoc Updating
Annual Review
Initiated by ICC
From
departments
From
callers
From
ICC
• Ensure information
accurate
• Change KB structure
to facilitate call
handling
Update information
to Knowledge Base
Slide 43
Technology Architecture
Slide 44
Technology Solution
Voice
Telephone System (Avaya)
Interactive Voice Response System (Apex)
Computer Telephony Integration (Avaya, Q-Phone)
Voice, Screen Logger (Nice)
Data
Email System (Microsoft Exchange)
Fax System (Faxgate)
Web Site (Microsoft IIS)
Application
Work Force Management System (IEX Totalview )
Customer Relationship Management System (Siebel)
Customer Satisfaction Survey System (Apex)
Analytics
Call Management System (Avaya)
Performance Management System (Custom-made)
Others
Backup Server (Veritas)
Antivirus (Symantec)
Slide 45
CRM Solution
Siebel 2000 (Service) is applied as the CRM Solution.
Enquires and complaints are handled via different channels,
telephone call, email, fax and e-form.
Enquires are handled by agents consulting the Knowledgebase
with Keywords and Subject matter.
Complaints are logged based on the specific questions of the
selected Subject Matter.
Complaints are referred to action parties according to the
assignment guidelines via e-mail/ fax or phone call for urgent
cases.
Reminder and escalation for non-action will be sent to action
parties based on the Service Level Agreement.
Cases are retrieved by caller contact telephone number, email
address, case reference etc.
Case status enquires from different channels can be handled
Cross department cases can be handled
Slide 46
Contingency
2 levels of contingency plan
Disaster Recovery (Fire, Bomb Threat, ACD, CRM
server, Telephone network, electricity supply, air
conditioning)
Business Continuity (IVRS, Email system, Fax
system, CTI)
In case of Disaster, operation floor will be vacated.
Call flow of Disaster will be activated to inform
the disaster and caller may leave voice mail if
necessary and server (except ACD and voice mail)
will be shut down.
Setting up a backup site.
Slide 47
Disaster Recovery Plan
System
Trigger
Impact
Recovery Action
Fire
Fire Alarm
Vacate floor
Disaster announcement.
Bomb Threat
Reported bomb threat
Vacate floor
Disaster announcement.
Telephone
Network
Monitored by Technical
Support; No incoming
call
No incoming call
Disaster announcement.
ACD
Monitored by Technical
Support; No calls to
agent
No calls to
agent
Disaster announcement.
CRM Server
Monitored by Technical
Support
No access to
knowledge and
case logging
Complaint logged on standard form and jot Enquiry
cannot be handled and call back caller when system
recovered
Electricity
Supply
Alarm in Server room
No power
supply
UPS step by automatically to support server and
workstation.
After 1 hr vacate the operation floor and change call flow
to disaster announcement
Air conditioner
Staff in operation floor
Hot and poor air
circulation
Open window
After 1 hr vacate the operation floor and change call flow
to disaster announcement
Slide 48
Business Continuity Plan
System
Trigger
Impact
Recovery Action
IVRS
Monitored by
Technical Support
Calls cannot
be routed to
agents
Change call flow to route direct to agents
Email Server Monitored by
Technical Support
No incoming
and outgoing
email
Outgoing email by internet mail instead of email
server
Fax Server
Monitored by
Technical Support
No incoming
and outgoing
fax
Print the fax and send it out by fax machine
CTI Server
Monitored by
Technical Support
No screen pop
up
Agent change to another CTI client
Greet caller by standard ‘1823’ greetings
Slide 49
Future Plan – External Customer
Department
Schedule
Additional calls per
annum
March 2004
210,000
Labour Department
June 2004
600,000
Companies Registry
December 2004
110,000
Hongkong Post
- Calls diverted from
branch offices
September 04 to
March 05
100,000
Rating & Valuation
Department – account
and billing enquiry
Slide 50
Future Plan – External Customer
To cope with expansion
Rented 16 positions from the private sector
Setting up a second call centre with 50 positions
To build another training room to free up
existing training positions for call handling
Slide 51
Future Plan – Internal Customer
To introduce a Web-based Case Management System to
enhance co-operation between ICC and departments
Departmental officers can retrieve details of their cases
through the internet
Departmental officers can update the case progress
and provide interim/ final reply through the internet
The system enhance the transparency of case handling
by 1823 CEL and departmental officer
To conduct Internal Customer Satisfaction Survey
Slide 52
Future Plan - Staff
Introduced a computerized Performance Management
System
For staff to keep track of their own performance and
award of incentives
As a data warehouse to consolidate performance
statistics for management planning
Slide 53
Q&A
How "1823 Citizen's Easy Link"
Has Improved the Enquiry Service
to Citizens of Hong Kong
HK Tang, Chief Executive Officer
Efficiency Unit, HKSAR Government
Slide 2
Outline
Background
Operation of Call Centre
Performance Measurement
Key Strategy
Customer
People
Process
Technology
Slide 3
Too Many Numbers – Too Difficult to Find
2038 9661
2363 0068
2184 8858
HKSAR
Government
2864
9763
has over
1 200 0068
2363
2510 6888
2516 7499
published numbers
2189
8222
for enquiry and complaints
2763 9643
2510 6888
2989 9999
2238 0309
Slide 4
Too Difficult to Get Through
• Always busy, not answered, or
answered by machine
• Over 40% call abandon rate
Slide 5
Inconsistent Service Levels
• Response Times
• Information Quality
• First Call Resolution
Service
Standard
a b c d e f g h i j Department
Slide 6
IVRS – Solution or Problem ?
Over 60% callers choose to talk to an operator
Slide 7
Solution : An Integrated Call Centre
Citizens
Departments
One Stop 24 hours
enquiry service
Relief from non-core
business
No need to understand
government organisation
structure
Guaranteed service level
through Service Level
Agreement
Enjoy quality and
responsive service
Tracking of case progress
and timely reminder
Well-deifined service
standards
Useful enquiry statistics for
management planning
Slide 8
Vision
The most caring and convenient
government call center to provide quality services.
Slide 9
Participating Departments
Agriculture, Fisheries and Conservation Department (漁農自然護理署)
Architectural Services Department (建築署)
Buildings Department (屋宇署 )
Civil Engineering Department (土木工程署)
Electrical and Mechanical Services Department (機電工程署)
Food and Environmental Hygiene Department (食物環境衛生署)
Highways Department (路政署)
Leisure and Cultural Services Department (康樂文化事務署)
Marine Department (海事署)
Hongkong Post (香港郵政)
Rating and Valuation Department (差响物業估價署)
Transport Department (運輸署)
Labour Department (勞工署)
Slide 10
Ad-hoc Projects
Continuing Education Fund by Student Finance Assistance Agency
Environmental Hygiene and cleanliness hotline for Team Clean
Tax Return hotline for Inland Revenue Department
SARS Enquiry Hotline for Department of Health
SARS Home Confinement Hotline for Home Affair Department
Various promotion programme by Tourism Commission, e.g.
Symphony of Lights, CLP Lighting Up Hong Kong, Hong Kong
Mega Sale, etc
MTR Tseung Kwai O Extension Hotline and Westrail Hotline by
Transport Department
Hong Kong Infrastructure Experience by Planning Department
Slide 11
Overview
Established in July 01
Monthly calls – around 120K
and 40K emails
Internet
7 days X 24-hours
Easy to remember 4-digit
number – 1823
Multi-access channels
Multi-lingual
Queue position / voice mail
Trained agents – 140
Well-equipped positions – 91
Slide 12
Mode of Operation
Knowledge
Base
Consult
Knowledge
Base
Citizen
Enquiry/
Complaints
Hotline No.
Update
Enquiry
citizen and
handled
Close file
Route
Reminder /
Service
Escalation
Requests
to Dept(s)
to Dept(s)
Have
Dept(s)
Response
Open
contacts
file & Log
details
Depts
Slide 13
Performance Measurement
Nature
Items
Target
Service
Call Answered
More than 90% of call
received
Abandoned Rate
Less than 10%
Telephone Service
Factor
More than 80% of calls
answered within 12 sec
First Time Resolution
More than 90%
External Customer
Satisfaction
More than 3.8 (out of 5point scale)
Average Call Handling
Time
Less than 340 seconds
Occupancy
More than 70%
Quality
Productivity
Slide 14
Call Received vs Call Answered
130,000
126,110
125,000
120,000
122,771
111,753
Call Volume
115,000
109,742
110,000
105,000
97,960
100,000
94,132
95,000
90,000
99,256
88,230
95,171
97,683
91,749
85,000
80,000
83,806
Apr- May- Jun- Jul03
03
03
03
108,524
107,216
107,595
105,880
92,660
96,046
94,343
88,419
90,898
92,248
93,720
86,019
Aug- Sep- Oct- Nov- Dec- Jan- Feb- Mar03
03
03
03
03
04
04
04
No. of call received
Month
No. of call answered
Slide 15
Email from Citizen
25,000
21,794
20,000
16,894
15,000
12,046
10,000
5,000
11,589
11,839
10,804
6,274
8,857
6,027
5,838
7,144
5,850
Apr-03 May-03 Jun-03 Jul-03 Aug-03 Sep-03 Oct-03 Nov-03 Dec-03 Jan-04 Feb-04 Mar-04
Month
Slide 16
Call Answered within 12 Seconds
90%
87.0%
85%
82%
TSF
80%
80.0%
82.6%
83.2%
83.0%
79.2%
Target > 80%
75%
70%
80.9%
81.6%
84.0%
84.7%
69%
65%
60%
Apr- May- Jun- Jul- Aug- Sep- Oct- Nov- Dec- Jan- Feb- Mar03
03 03 03 03
03 03 03 03
04 04
04
Month
Slide 17
Average Speed to Answer
18
16
17
14
Seconds
12
12
10
9
8
9
11
11
9
7
6
12
13
7
7
Oct03
Nov03
4
2
0
Apr03
May03
Jun- Jul-03 Aug03
03
Sep03
Month
Dec03
Jan04
Feb04
Mar04
Slide 18
Percentage
Abandon Rate
12.00%
11.00%
10.00%
9.00%
8.00%
7.00%
6.00%
5.00%
4.00%
3.00%
2.00%
1.00%
0.00%
Target < 10%
4.10%
2.04% 2.32%
1.28%
2.00%
2.02%
1.41%
1.63%
1.38% 1.35%
1.44%
1.69%
Apr-03 May-03 Jun-03 Jul-03 Aug-03 Sep-03 Oct-03 Nov-03 Dec-03 Jan-04 Feb-04 Mar-04
Month
Slide 19
First Time Resolving Rate
95%
Target > 90%
90%
percentage
90%
90%
85%
91%
92%
92%
90%
89%
90%
91%
91%
89%
89%
80%
75%
70%
Apr- May- Jun- Jul- Aug- Sep- Oct- Nov- Dec- Jan- Feb- Mar03
03
03
03
03
03
03
month
03
03
04
04
04
Slide 20
Customer Satisfaction
4.3
4.2
4.16
4.17
4.1
Points
4
3.98
3.9
3.88
3.9
3.83
3.8
3.86
Target > 3.8
(5 point scale)
3.7
3.6
3.58
3.6
3.5
3.4
Jul-03
Aug-03
Sep-03
Oct-03
Nov-03
Month
Dec-03
Jan-04
Feb-04
Mar-04
Slide 21
Complaint vs Comnpliment
20
19
18
17
16
14
14
cases
12
10
10
8
6
4
6
5
10
7
7
5
5
4
13
10
10
8
6
5
3
2
6
5
4
3
1
0
Apr03
May03
Jun03
Jul03
Aug03
Sep03
Oct03
month
Nov03
Dec03
Jan04
Feb04
Mar04
Complaints
Compliments
Slide 22
Average Call Handling Time
Target < 340
Seconds
360
340
320
Seconds
300
312
301
306
289
284
280
278
280
272
268
260
251
257
262
240
220
200
Apr03
May03
Jun03
Jul03
Aug03
Sep- Oct03
03
Month
Nov03
Dec03
Jan04
Feb04
Mar04
Slide 23
Key Strategy
Customer
People
Strategy
Technology
Process
Slide 24
Customer - External
On-going Customer Satisfaction Survey
Monitor customer satisfaction towards the service and
individual staff
Continuous customer satisfaction survey to all callers
through an automated IVR system
Internal Call Monitoring
Supervisors will monitor at least 100 calls/emails per month
Voice and screen monitoring with well-structured
guidelines
Calibration by QA Officer to align assessment standard
Intensive coaching to drive on-going improvement
Complaint & Compliment analysis
Monitor trend
Understand nature for improvement
Slide 25
Customers - Internal
Flexible charging scheme to departments
Savings achieved by departments by
transferring enquiry service to 1823 CEL
An agreed sum based on call volume
Fee per call
Agreed number of call agents
Principle : break-even – not profit making
Slide 26
Customers - Internal
Partnership with Departments
Regular departmental Liaison Meeting and ad-hoc
meeting to discuss department-specific issues
Dedicated Liaison Officer from ICC to work closely with
department to ensure smooth daily operation, timely
update of information in Knowledge Base and response
to requests from departments
Dedicated Business Process Re-engineering Team to
review and streamline the process, procedures and
knowledge base
Service Level Agreement with Departments
Roles and responsibilities of ICC and Department
Service standards
Internal escalation to ensure timely action and response
to enquiries/complaints
Slide 27
Organization Chart
H K TANG
Business Process Reengineering Team
CEO
Ming PANG
Senior Call Center Mgr (Ops)
George NG
Manager (Adm)
Jenny LAI
Terry YIM
Call Center Mgr (Ops)
Mgr (System Support)
Training & QA Officer
Assistant Call Center Manager (Adm)
Assistant Call Center Manager (Ops)
Chris CHU
Venus YAU
Assistant Mgr
(System Support)
Wickie LAM
Patrick PI
Ricky CHEUNG Arthur CHOI
Becky LEUNG
Technical Support Officers
Call Center Supervisors
Senior Call Center Agents / Call Center Agent
Admin. Assistant
Admin. Assistant
Prudence
SZE
Slide 28
People - Recruitment
Recruitment criteria tightly tied to job requirement, e.g. for agents
Qualification: F5 standard with pass in English & Chinese
Experience: Minimum 1 year customer service or call center experience
Skills: Typing skills
Personal competency: customer service and communication skills
New recruits will go through an intensive assessment on the followings
during the training period before qualified to handle call
Customer Service skills
System & computer skills
Department knowledge and procedures
1823 CEL standard
QA officer will closely monitor the performance of new recruits on a daily
basis for one month before handling over the staff to operation division
Slide 29
People - Training
Induction Training for New Recruits
Nature
Content
Orientation
Soft Skill Training
System Training
Course
Duration
1 Day
Effective Customer Service Training
2 Days
Team Building & Effective Communication
1 Day
Quality Assurance
0.5 Day
Use of Telephony System
0.5 Day
Siebel Operation and Procedures
4 Days
Departmental Knowledge Training
4 Days
Field Practice & Assessment
5 Days
Slide 30
People - Training
Training
Induction training for new recruits
Training for departmental
knowledge for new recruits
(1.5 to 3 days per department)
Refresher training on updated
departmental knowledge
Customer service focus Group
Training on new system features
Other Training e.g.
EQ Course, how to handle difficult
customers, first aid training
Days
Customer
Service
Skills
18
About 4
months to
complete
multi skill
training
0.5 – 1
0.5
0.5
0.5 – 1
System
Skills
Departmental
Knowledge
Personal
Competency
Slide 31
People – Motivation
Motivation Scheme
Smart Agent of the Month
Smart Agent of the Year
Smart Team of the Month
Best Coach of the Year
Call of the Month
Award:
Gift (e.g. hotel buffer coupon)
Certificate
Higher priority for Training or Visiting
Slide 32
People - Communication
Weekly operation and QA meetings with supervisors
to review agent performance
Monthly team meeting amongst supervisors and
agents to build team spirit and enhance peer learning
Tea meeting with agents to enhance communication in
an informal manner
Bi-monthly lunch gathering with all staff to build up
morale and to present awards
Annual retreat day for all staff to cultivate call centre
culture and align vision
Annual Staff Satisfaction Survey to collect staff
feedback
Slide 33
Support
Help staff set up a Recreation Group (康樂二課)
With the support of management, the Group itself organizes
Staff opinion poll
Visit to client departments
Bi-monthly tea gathering and birthday party
Recreation activities such as outings
Competitions
Slide 34
Process
Management Process
Performance Management
Quality Assurance
Recruitment & Training
Resources Management
System and Procedure Enhancement
Customer Handling Process
Knowledge Base Updating
Procedure and Standard Script
Siebel Operation
Slide 35
Process – Performance Management
Assess individual staff performance based
on a set of measurable Key Performance
Indicators in the areas of Service, Quality
and Productivity to
Drive performance of individual staff
and self-motivation for improvement
Provide clear guidelines for
performance assessment and contract
renewal
Provide a basis for the incentive
scheme
Slide 36
Process – Performance Management
Incentive Scheme
Each of the staff is assigned personal performance
targets
Achievement of targets by staff will affect their
entitlement to
contract-end gratuity
additional annual leave
Slide 37
Process – Performance Management
KPIs
Responsible Target
Agent
Supervisor
Quality
Customer Satisfaction
No. of Complaint/
Compliment
No. of Call
Monitored
N/A
Productivity
Avg Call Handling
Time
Adherence
Conformance
Attendance
Minutes of Lateness
Slide 38
Process – Performance Management
Average
Performance Score
% of Gratuity
Payment
Extra Annual Leave
Day
90-100
100%
1 Day
80-89
90%
1 Day
70-79
80%
0.5 Day
60-69
70%
0.5 Day
50-59
60%
Nil
Below 50
0%
Nil
Slide 39
Process – Quality Assurance
Regular
call monitoring
Management
Information
Report
Complaint from
caller/department
Supervisor /
Manager
observation
Call evaluation
and calibration
Identify and prioritize areas
for improvement
Agent
coaching
Refresher
training
Knowledge
base update
Procedure
review
System
enhancement
Slide 40
Process - Call Monitoring
100% calls recorded by voice logger system
Supervisors carried out call monitoring and
complete evaluation form in system
Each supervisor evaluates a minimum of 100
calls/emails per month
Call evaluation emphasizes on accuracy of
information given
Carry out coaching and arrange training if
required
QA officer carried out calibration for evaluation
by supervisor to align standard
Slide 41
Process - Call Monitoring
Scoring
Accuracy of Information – 50%
Call Handling Procedures – 10%
Customer Service Skill – 15%
Use of Siebel – 15%
Knowledge Base – 10%
Frequency
1-2% calls were monitored
Supervisors submit weekly report
Slide 42
Process – KB Update
Ad-hoc Updating
Annual Review
Initiated by ICC
From
departments
From
callers
From
ICC
• Ensure information
accurate
• Change KB structure
to facilitate call
handling
Update information
to Knowledge Base
Slide 43
Technology Architecture
Slide 44
Technology Solution
Voice
Telephone System (Avaya)
Interactive Voice Response System (Apex)
Computer Telephony Integration (Avaya, Q-Phone)
Voice, Screen Logger (Nice)
Data
Email System (Microsoft Exchange)
Fax System (Faxgate)
Web Site (Microsoft IIS)
Application
Work Force Management System (IEX Totalview )
Customer Relationship Management System (Siebel)
Customer Satisfaction Survey System (Apex)
Analytics
Call Management System (Avaya)
Performance Management System (Custom-made)
Others
Backup Server (Veritas)
Antivirus (Symantec)
Slide 45
CRM Solution
Siebel 2000 (Service) is applied as the CRM Solution.
Enquires and complaints are handled via different channels,
telephone call, email, fax and e-form.
Enquires are handled by agents consulting the Knowledgebase
with Keywords and Subject matter.
Complaints are logged based on the specific questions of the
selected Subject Matter.
Complaints are referred to action parties according to the
assignment guidelines via e-mail/ fax or phone call for urgent
cases.
Reminder and escalation for non-action will be sent to action
parties based on the Service Level Agreement.
Cases are retrieved by caller contact telephone number, email
address, case reference etc.
Case status enquires from different channels can be handled
Cross department cases can be handled
Slide 46
Contingency
2 levels of contingency plan
Disaster Recovery (Fire, Bomb Threat, ACD, CRM
server, Telephone network, electricity supply, air
conditioning)
Business Continuity (IVRS, Email system, Fax
system, CTI)
In case of Disaster, operation floor will be vacated.
Call flow of Disaster will be activated to inform
the disaster and caller may leave voice mail if
necessary and server (except ACD and voice mail)
will be shut down.
Setting up a backup site.
Slide 47
Disaster Recovery Plan
System
Trigger
Impact
Recovery Action
Fire
Fire Alarm
Vacate floor
Disaster announcement.
Bomb Threat
Reported bomb threat
Vacate floor
Disaster announcement.
Telephone
Network
Monitored by Technical
Support; No incoming
call
No incoming call
Disaster announcement.
ACD
Monitored by Technical
Support; No calls to
agent
No calls to
agent
Disaster announcement.
CRM Server
Monitored by Technical
Support
No access to
knowledge and
case logging
Complaint logged on standard form and jot Enquiry
cannot be handled and call back caller when system
recovered
Electricity
Supply
Alarm in Server room
No power
supply
UPS step by automatically to support server and
workstation.
After 1 hr vacate the operation floor and change call flow
to disaster announcement
Air conditioner
Staff in operation floor
Hot and poor air
circulation
Open window
After 1 hr vacate the operation floor and change call flow
to disaster announcement
Slide 48
Business Continuity Plan
System
Trigger
Impact
Recovery Action
IVRS
Monitored by
Technical Support
Calls cannot
be routed to
agents
Change call flow to route direct to agents
Email Server Monitored by
Technical Support
No incoming
and outgoing
Outgoing email by internet mail instead of email
server
Fax Server
Monitored by
Technical Support
No incoming
and outgoing
fax
Print the fax and send it out by fax machine
CTI Server
Monitored by
Technical Support
No screen pop
up
Agent change to another CTI client
Greet caller by standard ‘1823’ greetings
Slide 49
Future Plan – External Customer
Department
Schedule
Additional calls per
annum
March 2004
210,000
Labour Department
June 2004
600,000
Companies Registry
December 2004
110,000
Hongkong Post
- Calls diverted from
branch offices
September 04 to
March 05
100,000
Rating & Valuation
Department – account
and billing enquiry
Slide 50
Future Plan – External Customer
To cope with expansion
Rented 16 positions from the private sector
Setting up a second call centre with 50 positions
To build another training room to free up
existing training positions for call handling
Slide 51
Future Plan – Internal Customer
To introduce a Web-based Case Management System to
enhance co-operation between ICC and departments
Departmental officers can retrieve details of their cases
through the internet
Departmental officers can update the case progress
and provide interim/ final reply through the internet
The system enhance the transparency of case handling
by 1823 CEL and departmental officer
To conduct Internal Customer Satisfaction Survey
Slide 52
Future Plan - Staff
Introduced a computerized Performance Management
System
For staff to keep track of their own performance and
award of incentives
As a data warehouse to consolidate performance
statistics for management planning
Slide 53
Q&A