1. International Investment Conference
Pakistan

2. Two questions from yesterday
Can you maintain or reach a service level and optimize costs?
Babar B. Jhumbra
I am concerned about attrition rates, shifts and women in call centers?
Ms Jehan Ara

3. If you cannot measure IT, you cannot manage it, either!
Why
If you cannot measure IT, you cannot manage it, either!
What gets manage, gets done!
Facts generates acts!

4. Why 80 % of Contact Center costs are manpower costs.
When your technology works, as it does with 3Dnetworks, its all about having enough people at the phones when customers call.
You can optimize staffing between 5 – 15%, just by optimizing luncheons and breaks, and in many cases even more; and that is the difference between profit and loss in a competetive business, like this.
You can optimize several skills, channels and optimize front and back-office
And, it the agents also can work according to their preferences, they stay longer, and don´t leave!
That makes the pay-back witin one year even more attractive

5. Non-optimized staffing
Too high costs!
Too high costs!
Loss of revenues
Manpower costs 80 %
IT costs and other costs 20 %

6. IT costs and other costs 20 %
Optimized staffing!
Profit!
Manpower costs 80 %
IT costs and other costs 20 %

7. 300+ customers that IMPROVE and enable further growth
Teleopti AB
300+ customers that IMPROVE and enable further growth
Over 95 % of Teleopti customers are willing to recommend Teleopti to others customers
3Dnetworks is our reseller in India/Asia
Teleopti AB is the largest European WFM company with 60 employees and seven offices in Europe and one in New Delhi.
Founded in Profitable from year one!

8. Teleopti Executive Board

9. Teleopti CCC
Customers range from 1 to 50 virtual sites
Customers range from 20 to agents
Teleopti market share is 80% in Scandinavia
Approx 15-20% across Europe
First installations in India, Chile
Next Target Market – Pakistan

10. Why? Overstaffing can be over 30 % of the total payroll costs!
Manage. Involve. Improve.

11. Why? Customers and competition decides required service levels
Understaffing results in abandoned calls and lost business
Forecaster
Service level objectives
Contact patterns
Manage. Involve. Improve.

12. Why? Teleopti CCC can test 1000nds of combinations and match your need
Manage. Involve. Improve.

13. What is Workforce Management?
WFM is an operating philosophy and a business culture, not a box that sits on your desk.
It is a process – Not a Product
Every contact center practices WFM to varying degrees of success, some have a tool to help them.

14. Workforce Management is a balance act
Long term (strategic)
Short term (operational)
Teleopti Contact Center Coach supports all aspects of WFM
The Key MANTRA
Rätt person på rätt ställe, vid rätt tid
På såväl kort som lång sikt.
Kort: effektiv schemaläggning utifrån dagens förutsättningar
Lång: förändra förutsättningarna genom att göra verksamhetsförändringar (rekryteringar mm)
The right person
At the right place
At the right time
Manage. Involve. Improve.

15. A balanced approach to support your business
Customer satisfaction
Agents HR
Employee
satisfaction
Management
Profitability
Customers
Balansakt och informationsbehov. Många olika saker påverkar bemanningen!
I verksamhetens strategi ska denna balans definieras men ofta är det bara lönsamhetskravet som definierats
Företagets strategi påverkar bemanningen; både avseende bemanningsplanering och i form av till strategin relaterade mål och belöning för att öka motivationen
Vad är viktigast för den här kunden? Diskutera kring de tre cirklarna!
Vi släpper dessa! Måste återanknyta i resten av preenstationen!
Information
Owners
Regulators
Manage. Involve. Improve.

16. Teleopti CCC – Key Elements for WFM
Elements of Teleopti CCC WFM
Forecasting
All activities
Agent Administration
Manage agent work rules and skills
Manage Shift Policies
For Agents
Agent Preferences
Automated and optimized scheduling
Real time Adherence versus schedules
Performance management in reports
Agents, Team-leaders, Managers, HR

17. Teleopti CCC - Overview
Forecast all activities
Monitor and improve
Manage agent work rules and skills
Optimise schedule – balance all needs
Manage shift policies
Agent preferences
Communicate with and involve agents

18. More accurate forecasting
It is a tool used for forecasting number of agents needed to achieve service level
Best available picture for future
It is based on historical data – from CTI/ACD to Teleopti DB
No limits in the timeframe for your forecasts
Manage parallel forecasts similar to your agent skills
Manages typical days (Mo – Su)
Manages non-typical typical days (holidays, day after advertising, strikes, etc)
Staffing forecast is calculated based on call volumes, HT, service levels

19. Optimised Scheduling
Allows for many possible combinations of schedules where manual alternative allows typically a handful
Balance between phone and other activities (meeting, back office, training, etc) is optimised
Break and lunch optimised placement
Enables agents to interact through Web Portal
Ensures fairness between agents
Agent involvement due to agent preferences on web portal
Automates the compliance with local work time legislations.

20. Automation of schedule management
Seamless integration with ACD for historical data
Creates optimal schedules in 1/1000th the time
Less shift changes since agent preferences is a vital input to the system
One centralised database for historical data, forecasts and schedules.
Daily decisions are made on accurate information
No more manual reporting. Information is available on the Web Portal.

21. Intra-day Management
How can we handle the impact of the individuals who calls in sick?
Can we move agents from inbound to revenue positive outbound sales after lunch?
Can 2 agents leave earlier today?
Can the X team have an extra meeting at 2:00Pm
Is our forecast high? low?
Are our agents working according to schedules?

22. Adherence – Real Time
Adherence – Ability to compare forecasts with reality
Sophisticated Scheduling and monitoring is not worth with out improvements
Teleopti RTA alerts managers of deviations from expected activity

23. What if analysis
Ability to determine the impact of a variety of different variables.
Can we take more calls with present staff?
What if we had more flexible work shifts?
What if we added more part time staff?
When should we use part time employees?
What if we changed lunches from 60 to 45 minutes?

24. The distributed real time tools in Teleopti Contact Center Coach
Early Warning / Real Time Adherence
- identfy need of changes
Web Scheduler
- schedule changes
Agent Schedule Messenger
- notify agents
Performance reporting
- historical adherence
- calls handled

25. Involve your organisation - Agent Web Portal
Schedule
Preferences
Schedule change requests
Self assessment
Always part of base package
Skärmdump på två-tre språk!
Manage. Involve. Improve.

26. Evolution – not revolution
Individual schedules and Preferences for part of organisation
Vary shift start and shift end slightly within teams
Optimise off-phone activities
Break and lunch optimisation
Exactly same schedule as today, in Teleopti CCC
Time

27. Step by step towards flexible scheduling
Simulate effects of different policies
Implement for all/parts of organisation
Get buy in from agents

28. Balancing business needs with agent work time preferences
Everybody gets all preferences fulfilled
No preferences – fair distribution of unwanted shifts
Optimise schedule by disregarding some preferences
Result when agents have entered too many ”morning” preferences
Optimise Schedule
By violating preferences, some shifts are moved to meet the customer demand

29. Case Study – Flexible WFM
A case where Teleopti replaced another system and introduced flexible scheduling
51 FTE
20 week rotations
Smoothness: 90,4%
Fluctuating service levels
38 FTE to cover same need
Flexible start times
Fixed shift lengths
Smoothness: 99%
Correct service level

30. Examples of customer results

31. Selected references

32. The Bottom Line!
Employee costs account for 60% - 70% of over all expenditure in most of CC, we optimize 5 – 25 %!
Increase in morale of agents; less attrition, in many cases by 30% of attrition, reducing the cost of new agent training and improving the quality of service!
Small administration; one planner per 250 agents!
Excellent ROI – breakeven between Months

33. Thanks! For further queries please contact
Eveready Communications (Pvt.) Ltd.
4th Floor, Eveready Chambers, I.I. Chundrigar Road, Karachi (Pakistan)
Tel: