A key aspect in improving business performance is having the most efficient processes and the most effective people. At Firstsource, we use our expertise across different industry sectors to continuously refine and improve processes for our clients.? The result is more efficient operations, as well as improved customer journeys.
We ensure that our people are aligned and focused on our client’s outcomes and use our range of technology solutions to identify areas for improvement in their performance. These solutions help improve colleague metrics such as resource utilisation, attrition targets, employee satisfaction and customer satisfaction.
We leverage the most effective and efficient operational disciplines to continually improve our processes and increase the effectiveness of our operational resources, including Kaizen, and Lean Six Sigma methodologies.
In a climate of heightened uncertainty, many financial service contact centre providers are focusing heavily on increasing resilience and governance. Some are driving change through process innovation, others through technological development. What makes our Middlesbrough Centre of Excellence (CoE) different is that we’re doing all of this while, crucially, shining a spotlight on customer experience (CX) – in line with the FCA’s priorities.
We take a wholly proactive approach to improving CX – measuring NPS, CSAT and customer effort, where they aren’t even targeted by our clients, to gauge how we’re meeting and might improve upon our service provision. This represents a radical step forward for those divisions of the FS sectorthat aren’t typically focused on customer experience. But what makes it even more remarkable is the fact that we’re doing this as a BPO.
The success we’re achieving in our Middlesbrough BFSI CoE – with exceptional results for NPS, CSAT and customer effort alike – can be attributed to a range of mechanisms, including the:
One recent idea generated from the application of Kaizen methodology, for example, was to introduce an out of hours (OOH) telephony portal to better serve the customers for one our financial services clients, who were unable to contact us during business hours. This was subsequently piloted and, having achieved a 100% service level, was integrated into BAU.
The contact centre outsourcing industry is particularly susceptible to high employee turnover, as competing centres seek to lure away employees, often with the promise of higher pay. Through the end-to-end agent journey review a variety of pain points were identified. Those based in our Cardiff centre in particular given there are 46 competitors in a 15-mile radius.
While not financially viable for the Cardiff centre to increase wages in a bid to improve loyalty and employee engagement levels, a strategy which emphasised introducing many small improvements and initiatives to collectively deliver change was employed. In addition to cost, an advantage of this approach was that, unlike one or two larger initiatives, for example, it caters to individual preferences and needs.
Initiatives included the introduction of an experience day, where during recruitment, prospective candidates are buddied with an advisor and experience contact-centre work first-hand. Since introducing this process some? candidates self-selected out, reducing attrition post-training.? The existing induction processes were extend and featured much more specialist and personalised support. A new learning process was designed, with the focus on creating knowledge by embedding key values and behaviours to achieve performance excellence.
As a result of these and other initiatives employee engagement is now over 90%, with a reduction in attrition to -17.9% below target.
Despite none of Cardiff’s agents receiving financial incentives relating to additional revenue brought into the business or the number of contracts saved – a reversal of the previous approach – Cardiff delivered a consistent upwards trend both across the centre’s save rate and the revenue generated. Proof that putting customer service first delivers for the business too.
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We believe in long term partnerships - over half of our clients have been with us for 7 years or longer
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