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"A strategy and framework for world class Customer Service education, training and development in a 21st century South African utility.". Kevin von Berg : Corporate Specialist (Customer Service) Naseema Moorgas : Project Leader - Customer Services Training Distribution Division - PowerPoint PPT Presentation
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"A strategy and framework for "A strategy and framework for world class Customer Service education,world class Customer Service education,
training and developmenttraining and developmentin a 21st century South African utility."in a 21st century South African utility."
Kevin von Berg : Corporate Specialist (Customer Service)Naseema Moorgas : Project Leader - Customer Services Training
Distribution DivisionEskom Holdings LtdNovember 27, 2007
2
Themes1) Broad brush overview of the new Customer
Service architecture that Eskom has put in place, highlighting the changes in requirements from a People perspective
2) Focus on the Human Performance dimension, in particular the requirements for education, training and development in this new work environment
3) Overview of the strategy Eskom is following to attend to these needs
4) Discussion on Eskom SETA Accreditation
Customer Service
Strategy & Architecture
4
Eskom’s Profile• Eskom was established in 1923 and is currently among the top 10 utilities in the world
by generation capacity and the top 11 by sales. – We generate 95% of the electricity used in South Africa and 45% of the electricity
used in Africa.– We have 32 674 employees and 3 963 164 customers.– We deliver a maximum capacity of 37 761 MW, through 359 854 km of power
lines.
• Network of Customer Service Support:– Around 400 people in our Virtual Contact Centre located across 7 sites providing
national coverage• Our Contact Centres receive 3,2M calls per year and answer 82,1% of these
within 30 seconds.• Services are offered in the customers' choice of 7 of the 11 official languages. • 97% of service requests are handled by agents, 3% by self service technology• We conduct 1,5M outbound interactions per year via SMS, email and
telephone campaigns– 102 Walk in Centres– 100’s of Back Office locations throughout the country processing customer service
requests– 10 000 plus outsourced payment points
We have a large Customer Service Business within our (primarily) Energy Business
5
Eskom CS Strategy – Condensed version!
Efficient Customer Service is seen as:
Eskom is “Easy to do Business With”, at an
Efficient Customer Contact Cost
DX CUSTOMER SERVICEVALUE PROPOSITION
Cost CustomerSatisfaction
Win-win Balance
CUSTOMER SERVICE STRATEGY
CORE PRINCIPLE
Standard Value Chains, Processes & PracticesWorld class Technology dependant on good dataMix of world practices and fit‑for‑Africa solutions
Good PeopleMeasurement and Monitoring
BUSINESS CHARACTERISTICS
Migration FromFace To Face To
Electronic Channels
Migration FromIslanded To
VirtualContact Centres
Migration FromAgent Handled To
Self ServiceCUSTOMER SERVICE
STRATEGYKEY ELEMENTS
CRM with High levels of One Contact Resolution & First Contact Resolution
We need people capable of performing in a world class Customer Service environment
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World Practices & Technology Modified for SA
We have not implemented a totally Euro / USA centric solution
– South America very similar– Similarities with Australia / New
Zealand– Africa has specific challenges
We apply technology and practices to achieve:
– A Service Focussed CRM– Individualisation of the masses– Multiple touch points– Wide geographic spread with rural
element in Africa– Proactive Customer Communication
Customer Service jobs have moved from lo-tech admin to hi- tech relationship management
7
Eskom’s customer service environment
VIRTUAL FRONT OFFICEContact CentreCampaign Mgt
OutboundTelephone, SMS
Service Agents
7 xContact Centre
Front OfficeInbound
Telephone, SMS,Email, Fax, MailService Agents
EATFace to face,Telephone,
Email, Fax, MailService Agents
Walk in CentreInbound
Face to FaceService Agents
Service RepsInbound
Face to FaceService Reps
Customer ExecsInbound
Face to FaceCustomer Execs
Self Service
InboundIVR, CSOnLine
Automated
VIRTUAL CC
VIRTUALBACK OFFICE
Hundreds of locations
Risk ManagementBack Office
Handling of routed Work ItemsGT-x Workflow
Admin / Processing / Service Resolution
Contact CentreBack Office
Handling of routed Work ItemsGT-x Workflow
Admin / Processing
CS AreaBack Office
Handling of routed Work ItemsGT-x Workflow
Admin / Processing
WorkflowManagement /
System Admin
3 x Rev Management CentresBack Office
Handling of routed Work ItemsGT-x Workflow
Admin / Processing / Service Resolution
Wires Business
4 million Customer Contacts a year, 7 languages, 24x365
Internal WorkflowElectricity Supply Problems
Accounts, Payments & MetersApplications
Credit Management
Customer Service people need to think and work in processes, as part of the bigger team
8
CS Value Chains & Service Channels
CUSTOMERNEED
SERVICEMEDIUM
TelephoneIVRSMS
Internete-MailMailFax
TelephoneSMS
Internete-MailMailFax
SERVICECHANNEL
ContactCentre
Web Site
ProcessingCentre
Cust ExecService Rep
Agent
ATMAgent
RadioPress
SERVICECATEGORY
Accounts Meters
Payments Prepaid Cards
Electricity Supply
Problems
Applications &
Terminations
Credit & Disconnectio
n
OutageCredit ControlNew customer
VALUE CHAIN /PROCESS
Develop & Market Products &
Services
Acquire Customers
Manage Availability of
Supply
Manage Revenue Cycle
Network Asset Creation
Other Processes eg Complaint
Mgt
CUSTOMERSATISFACTION
SERVICEDELIVERY
Directly from the
Value Chain
eg Power Restored
Via a Service Channel
eg Query Resolved
Customer Service people need to adhere to process principles and practices
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Case Management : Workflow
1. Customer has a request
2. Service Agent opens a Case
FIRST CONTACTRESOLUTION:
Agent resolves the issue immediatelyCase Closed
ONE CONTACTRESOLUTION:
Back Office resolves the issueCase Closed
3. Case sent via Workflow toField or Back Office Specialist
System contains routingrules, tracks progress and escalates
4. Exceptions(Overdue issues orRepeat contacts)
OVERDUE & ESCALATIONMANAGEMENT
Resolved (with Escalation)(Aim is Zero never resolved)
Customer Service people must interpret, communicate and use initiative – yet be compliant
Human Performance
factors
11
What changes are the people experiencing?
FROM:• Working in an Energy Delivery
business• Functional thinking• One Stop Service (“I own the
problem”) • Face to Face interface• Low - Medium Tech• Narrow jobs• Diverse local practices• Business as usual
TO:• Working in a Customer
Service business• Process thinking• One Contact Resolution (“I
need to deliver quality in my process role”
• Remote interface• High Tech• Multiskilled jobs• Standardised processes• Load shedding (unusual
volumes and pressures)
12
What do we require from the people?• Selection• Training • Insight
– Frontline staff insight into strategy & processes – 3 day Orientation Workshops led by senior managers (Vortex Challenge)
• Accreditation• Coaching• Assessment / Evaluation• Attitude / Discipline / adherence to standards
– Got the whole Customer Service organisation to use GT-X to resolve customer cases Management focus on the number of overdue and
– escalated cases• Performance management
– Customer Service Index is a significant % of our staff bonus incentive modifier
Strategy & Framework for
Customer Service Education,
Training and Development
14
• Lagging in a clear structured career path • Training curriculum well defined but maintenance and
updating of course content is a challenge because of rapid change
• Lagging in clear synchronisation of training interventions and utilisation of instructors
• Challenge to align Eskom Process and System training to Unit Standards –lead to accredited qualifications for employees
• Pipeline for the business growth and turn-over needs to be aligned to meet business needs
As – Is situation in Customer Service ET&D
15
Identified qualification that will support career path• Qualification must be open to all levels
• Current Employees (18.1 learners)• Bursar Pipeline (18.2 learners)
• Must support Customer Service business needs
• Qualification must be transportable between Contact Centres and other units in Customer Services
• Qualification must be accessible by lower qualified people to develop
• Must be registered with formal Contact Centre / CS Learnerships with a recognised Tertiary Institution/s
Proposed Approach
16
Principles• Focus on Immediate delivery – no time for a long period of analysis
• No major rework of training material – current Training material is valid / relevant. Planned program to update and refine all training material over the next 12 months
• Full time National management of the co-ordination task
• National approval of approach, projects and development budgets
• Regional management of implementation and line training budgets, Consolidated national reporting
• Standard material to be used in all Regions
• External contractors not to use external material unless approved nationally and incorporated in the standard material
17
6
4
2 National Certificate: Contact Centre Support
NQFProposed Career Path for Customer Service
Furt
her S
tudi
esPipeline 18.2 learners
5
7
8
National Certificate: CC Operations
National HigherCertificate:
CC Management
National Diploma CC Management
B Tech CC Management
D Tech CC Management
M Tech CC Management
employees - 18.1 learners
Note:•National certificate issued not as a qualification but 1st year towards diploma
employees - 18.1 learners ABET
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Scope: CS Training Project• Development and implementation of a standard national curriculum for CS
which aligns with NQF. The existing set of CS courses / modules will form the basis of this curriculum.
• Development and implementation of a process for pipelining trainees in CS
• Development and implementation of a process for Competence Profiling existing staff in CS, coupled with process for ongoing CS training and assessment to close identified gaps
• Setting up a commercial arrangement with the Tertiary Institutions to run and administer a country wide CS training curriculum for Eskom Dx, leading to formal SAQA qualifications for candidates
• Development and implementation of the post of National CS Training Manager for Eskom Distribution
• The review and finalisation of the draft CS Training Strategy document
• Alignment with establishment of the Eskom University
SETA Perspective
20
SETA Accreditation
• Eskom is registered with the Energy SETA
• Customer Service Training material in Eskom to be developed within the scope of the Services SETA
• MOA (Memorandum of Agreement) to be instituted with the Services SETA
21
Thank you!
Enjoy the Rest of the Conference
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