TACCBO Presentation.pptx [Read-Only]...• Chat • Social Media Monitoring Contact Types •...
Transcript of TACCBO Presentation.pptx [Read-Only]...• Chat • Social Media Monitoring Contact Types •...
Diane E. SnyderVice Chancellor for Fin. & Admin.
Alamo CollegesAnswer the Call‐Superior Student Services
Russell LopezContact Ctr. Manager
Alamo Colleges FootprintS
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• Individually Accredited Colleges (Note: Alamo & Dallas only CC in state)• 12 off-campus sites supporting the 8 county service area• Annual Enrollment: 90,000+ (credit) and 30,000 (non-credit)
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HBCU, HSI
HSI
HSI
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• Identifying the Problem
• Finding the Solution
• Partnering for Success
• Showing the Results
• Future Expansion
OverviewOverview
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Not Answering the phone…. The student in line took priority
Inconsistent answers provided… Web and other tools not helpful
Data not captured… Call frequency & reason code
for preventative strategy
Identifying the ProblemIdentifying the Problem
Customer Service in a 4 minute call Not a Core Competency
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Alamo Colleges Student Financial Aid call metrics for 2011
Identifying the ProblemIdentifying the Problem
Efficiency % = Calls Received/Calls Handled in Call Center. Students were calling multiple times during 2011 with peak months receiving >40,000 calls.
Total 280,000Est. Repeats (180,000)
100,000
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< 50% answered
Students calling everywhere
OPTIONS CONSIDERED:A. Internal Call Center ORB. 3rd Party Partner
Partner Expertise: Higher Educ. Retention or Fin. Aid Expert, OR Professional Call Center (expert systems & Mgmt)
Finding the solutionFinding the solution
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HARTE HANKS CAPABILITIES
Customer Care Technical Support
• Customer Care, Technical Support
• Back Office Processing • Process Consulting• Insight, Analytics, Database,
Lead Generation
Services Include
• In-bound calls• Out-bound calls• Email• Chat• Social Media Monitoring
Contact Types
• Scheduling to Call arrival • (Intra-day Management)• Telecom: IVR, soft-phone
transfer• Ticketing/Reason codes
Systems & Tools
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WORKFORCE MANAGEMENTRhythm of Business
Quality Management
Performance Management
Call Management
CALL MANAGEMENT – ACTIVITY • Workforce management and staffing• Volume and responsiveness• Case tracking
PERFORMANCE MANAGEMENT –PRODUCTIVITY • Optimizing call script and call flow• Training and re-training weekly• Experience sharing• Incentive plan• Motivation
QUALITY MANAGEMENT – QUALITY• Monitoring and coaching• Customer satisfaction• Feedback and review
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SERVICE LEVEL (SLA) MANAGEMENTFramework
Implementation of the shift schedules at desired adherence levels
Accurate estimation of volume arrivals at interval level
Matching of available staff to schedules or rosters
Determining requirement of workforce to meet levels for each interval
SLA Target for Alamo Colleges: 80% calls answered in 60 seconds
1. Information Granular Call Forecasting Call Reason Codes Calls and service levels – 15 min. intervals Call stats to optimize Office hours “Early warning system” for on‐campus issues
2. Technology Agent schedules aligned to call arrival patterns KnowledgeBase for agent scripting, key‐word searchable Ticketing – resolution by code and transfers by topic Tier 2 Transfers vs. work queue ticket or person to person Telecom: Interactive Voice Response, Soft phone
3. Agent Management Turnover: Hiring, Training, Re‐training, Performance Mgmt Absenteeism: Intraday mgmt of breaks, etc.
4. Peak staffing via Shared Group – Pay for when needed
Benefits of Professional Contact CtrBenefits of Professional Contact Ctr
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Alamo Colleges Oversight
• Manager
o 2 Content Developers/Trainers
o 1 Data Analyst
Focus Area
Overall Responsibility
1) Liaison with Alamo Departments2) Develop Standard Process3) ID Inconsistency in Practice/Web4) Create Searchable KnowledgeBase5) Train Agents
1) Mult. Daily touchpoints w/ center2) React to “early warning”/spiking calls3) Analyze call drivers & transfers for
opportunities to prevent calls 11
Partnering for Success – Alamo TeamOur Job is to work to minimize calls & transfersPartnering for Success – Alamo TeamOur Job is to work to minimize calls & transfers
Exceeding Student’s ExpectationsExceeding Student’s Expectations
Multi‐ task during the call Checking complete student file while student is asking their question
Deciphering what the question is
Answer the unasked question Provide answers to questions students may not be asking
Be Proactive, Think Preventive Target critical information students may not be aware of
to prevent future call
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Financial Aid 1st Year ResultsFinancial Aid 1st Year Results
2013 Average Speed of Answer (at Peak < 3 minutes)
ImplementationJuly 2012 ‐Telephony set up & training August 2012 ‐ SAC & SPC launchSeptember 2012 ‐ NVC, PAC, & NLC launch
2013 Call Metrics Total calls handled – 110,695 Monthly Calls Received : 5,000 to 21,000
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Financial Aid 1st Year ResultsFinancial Aid 1st Year Results
BEFORE(Jan. 2011 – Jan. 2012)
AFTER(Jan. – Dec. 2013)
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3 Years to Scale Initiative3 Years to Scale Initiative
1st year + $300K Address Quality – Answer the Calls Phase in content & refine transfer process
2nd year Breakeven 10% reduction in calls (prevent the calls) Less transfers to Tier 2(call analysis)
3rd year ($500K) 50% reduction in calls
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Future Expansion to other DepartmentsFuture Expansion to other Departments
Admissions and Records
Business Office
Directory Assistance
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Future Expansion of Tools to College Front Line
Future Expansion of Tools to College Front Line
KnowledgeBase
Ticketing/Reason Codes
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Future Expansion to Other Contact TypesFuture Expansion to Other Contact Types
Other In‐bound:ChatE‐Mail
Social Media Monitoring
Outbound Calls: Marketing Campaigns Funnel: Applied but not Registered Retention Strategies for non‐returning students
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