1. Reemployment Assistance Contact Center Journey
Florida DEO RACC
October 5, 2016

2. Reemployment Assistance Contact Center Journey
CONNECT 2013 >> new claims system >> Florida’s Population
100% Online Technology vs Manually
In-House & Contract Phone Staff needed to handle demand
improve customer service and experience as well as provide data for continuous improvement, core operational units were established to remove deficiencies and bring about positive change

3. Staffing Reductions

4. January 2016

5. September 2016

6. Reemployment Assistance Contact Center Journey
CONNECT 2013 >> new claims system >> Florida’s Population
100% Online Technology vs Manually
In-House & Contract Phone Staff needed to handle demand
Core Operational Units = CITs {Continuous Improvement TEAMS}
improve customer service and experience as well as provide data for continuous improvement, core operational units were established to remove deficiencies and bring about positive change

7. Workforce Management Team
Forecasting future call volumes & required staffing
Scheduling and Time Management
Real Time Monitoring (Adherence)
Time Keeping for Payroll and Attendance
Performance Statistics (RACC Management Scorecard)
Multiple Shifts with Silos flexibility
4 x 10 Shifts
An integrated set of processes to optimize the productivity of the employees by enhancing and centralizing many of our contact center systems and procedures for all 3 contact center locations
Provides advanced insight into our daily production statistics
Forecasting/Required Staffing - Allows us to determine how many agents are needed to handle current workloads and maintain performance goals.
How many agent will be needed to handle the workload for future dates based on predicted call volumes.
Scheduling and Time Management - Allows us to schedule activities such as meeting, training and consultations with staff while with utilizing staffing optimization which takes key variables into consideration such as coverage, staff availability and forecasted call volumes to ensure that we are scheduling these things at the best times possible for business needs.
Real Time Monitoring (Adherence) - Provides us insight into the productivity and status of the staff at all times to ensure that coverage is in tact and the correct work assignments are being worked on.
Time Keeping for Payroll and Attendance – Allowed us to establish a centralized Employee Hotline to capture daily unplanned attendance instances in preparedness for any necessary coverage adjustments.
Contact Center Performance Stats - One of the most important enhancements from implementing the Workforce Management unit is the deeper insight into our overall performance as a contact center. We are able to measure our key performance indicators such as service levels, average speed of answer, shrinkage and many more statistics that were not monitored previously. With additional focus placed on our performance goals and daily production we created the RACC Management Scorecard that provides management an overall Contact Center view of our phone work performance.
Multiple Shifts with Silos flexibility – Ability to establish multiple shifts throughout the day based on the data collected which allows us to manage the average handle time, blocked calls, service level, repeated calls, etc. E.g. 4x10 implementation among other schedules

8. Quality Management Team
Quality Development Cycle
Quality Assurance Cycle
Call Evaluation
Constructive Feedback
Training Gaps &Trends
Corrective Plan
Increased Performance
Reports & Trend Analysis
Calibration Sessions
Develop & Test
Training
Trial Period
Define Metrics
Deploy
SharePoint
6 months
Talking Point: QA was created to assess agent performance and identify agent development opportunities in order to provide the best in class customer service.
Development:
Developed documentation & tested with trial group
Trained staff
Initiated trial phase with feedback sessions
Defined metrics once baseline established from testing
Deployed active program with legal approval
Assurance: High Level overview of the QA Practices/Cycle: We start by creating the evaluation in GQM, listening/watching the call and evaluating it. We listen 4 calls per month per agent. We provide the agents with positive/constructive feedback within 24 – 72 hrs from the evaluated call. We also identify areas for further training, and trends that may affect the agent’s, or the call center’s performance. We take corrective plan by either working with the agent one-on-one through training, setting objectives and goals (Skills for Success Plan), or agent may be referred to the appropriate supervisor for further coaching or disciplinary actions. Our goal is to assist agents to increase their performance. We collect all the data and communicate with management via reports and trend analysis. To ensure consistency in our processes, and the way we understand the evaluation criteria we conduct Calibration Sessions on a monthly basis; this is to align ourselves and ensure our call evaluation cycle starts as a fair and consistent process! 

9. Quality Management Team
Interaction Recording
Screen Capture
The screen capture feature allow us to deliver actionable insights and tools for effective Call Center Quality Assurance and real-time monitoring of our contact center staff performance.
Objectively evaluate agent behaviors; provide timely feedback and support and boost our customer service quality.
Intelligently select and deliver high-value recordings for evaluation, combining the objectivity of random selection with the tools to focus on the types of interactions that drive our customer satisfaction goals.
Discover areas to improve agent efficiency through additional skills training (for example, increasing proficiency with Connect navigation skills).
Screen Capture can help assist in key call center objectives, including:
Conduct better Quality Assurance performance reviews
Train new agents
Identify areas for improvement
Confirm adherence to policies and procedures
Ensure non-approved applications are not being used (that’s a nice way of saying you can easily tell if an agent is distracted by Facebook during a call!)
Real-Time assistance for improved first call resolution and upsell/cross sell.
Improve workforce performance.
Improve coaching efficiency.

10. Quality Management Team
New Hire Training Process
Both training and quality assurance are key to the success of a call center.
In order to keep a high level of productivity we have enhanced our new-hire training in which we implemented a four weeks intense training class which includes:
A two weeks class room training where the new hire agents receive an intense training which covers not just the programmatic part but also they get properly train in other areas as of WFM and QA.
Shadowing-where trainees sit side by side with more experienced agents for few hours in order to get familiar with the type of calls that our agents handled in a daily basis.
Nesting – a new practice for the RACC in which trainees work in a nesting area during the last two weeks of their training. In this particular phase of the training we prepare our new hire agents to handle all calls while we monitor and review them. This process allows the training department to assist management and agents in supporting the needs and expectations of our customers as well as the entire RACC .
4-week timeline: “Hired to wired”

11. Collaboration across silos
Self-Serve Taskforce
Collaboration across silos
Self-Service Channels:
VOC
CONNECT
IVR

12. V.O.C. – {Voice Of the Customer}
Complaints compiled from 9/1/16 through 9/26/16, does not contain compliments or suggestions

13. Self-Serve Taskforce Email Form updatesNo
Yes
Yes No
Yes No
500+% increase in contact
Yes No

14. Self-Serve Taskforce
Clearly defines our rebranding to Reemployment Assistance
Reduces 2 levels of menu content down to 1
Graphics to keep content fresh and engaging

15. Self-Serve Taskforce Reorganized content & verified links were active
Added graphics for quick reference and to break the monotony

16. Looking to the Future… Proactive Contact IVR Reporting SpeechStorm
Outbound voice, SMS, and alerts
IVR Reporting
FAQ , automation, access to agents, IVR activity
Web Feedback
Open permanent feedback channels for Voice of the Customer data
SpeechStorm
87% (customers) want to be proactively contacted by companies they do business with
73% (customers) said being proactively contacted led to a positive change in their perception of the business
48% = Improving engagement with Customers/Citizens
Top Drivers of Service Reforms, second only to complying with Federal mandates
In a recent survey, 83% of customers indicated that they look for information online first before reaching out to a live service agent

17. Questions