'SDI at the forefront of our customer service' - VocaLink

SDI at the forefront of Our Customer Service

Confidential

Hello

Russ Leighton – Customer Service Desk ManagerVocaLink

01423 [email protected]

Recognisable brands

95% of UK’s Payroll processing

Switch banks in 7 days

100% of DD collections The worlds first real time payments platform

100% of UK pensions/benefits

70,000 ATM’s connected

Pay someone via their mobile phone number

VocaLink by numbers 2015

£1.042 trillionValue of Faster payments

transactions processed in 2015

£127billionAmount of ATM cash

withdrawn for 2015

£4.6 trillionValue of Bacs payments

processed in 2015

Direct Credit /Standing Orders

Direct Debit

What I would like to share

• Service Desk Journey through certification and what we reached for

• What we did and how we did it

• What's left to do – the journey continues

The VocaLink Contact Centre

• Direct Debit Help Centre for Consumers

• Internal Service Desk (VocaLink Colleagues)

• Bacs Service (Scheme and Corporates)

• Faster Payments Service (Scheme and Members)

• LINK Service (Scheme and Members)

• PayM (pay a contact) – Mobile Payments

• International (Asia & USA)

• Current Account Switching

• Link ATM Consumer Help line

Service Desk

• Driving of ATM’s at a business site

• ATM Deployers – ATM owners

• Third Party suppliers – Communications/ATM providers

• Installing of ATM’s

• A complete managed service

AMS Contact Centre

Background and Context

• SDI was only Service Desk focused from the start (21 FTE)

• AMS Contact Centre – ATM business ‘out of scope’ (circa 22 FTE)

• 2,500 interactions a week across various mediums and customers

• Journey for SDI started in 2011 for the Service Desk

• Led from the top of the Service Desk team – all the way down

• But there were non-believers outside of the Service Desk

• Everyone believed from within the Service Desk & wanted certification

What did every one in the Service Desk believe

Our Vision (the what)

• 6789 – be the one number to remember

Mission (the how)

• Treat each person as the individual they are, not as an “asset number”• Provide a level of service that our customers look up to

March 2011, The year of Earthquakes & Super Injunctions…

Pre assessment

Leadership – 3.73Policy & Strategy – 4.0People & Management – 3.73Resources – 2.89Processes – 3.61People Satisfaction – 3.75Customer Satisfaction – 1.8Performance Results – 2.12Social Responsibility – 3.67

Overall score 3.03

No Certification

Standards we failed on … Focus on improvements• Team building initiatives – team focus was key and buy in (1.04)

• Reward and Recognition reviewed – Joined the H.R forums (3.06) & (3.07)

• Job Descriptions – Reviewed & Version controlled, with Analysts input (3.01)

• Team Temperature checks

• Remote control for users (4.08)

• Self Help/Collaboration – company wide Social Media platform called “The Grid” (4.10)

• Event based surveys (transactional surveys) (7.02)

• Customer feedback mechanism for the collection of complaints & compliments (7.04)

• Monthly reporting – a complete overhaul (8)

Nov 2011 – Iraq War Ends, Emeli Sande is everywhere

The REAL thing


Overall score 3.38

November 2012 … Upgraded to 4 Star (just)

Surveillance Audit #1


Overall score 3.75

November 2013 – November 2016

Maintained and increased our 4 star score

So What Did We do ……• Mission Statement and Service Desk Promise (2.01)

• Instant Chat and more channels into the service desk (walk by’s/email/chat/phone)

• Employee reward and recognition forum (HR) (3.06) & (3.07)

• New Starter Packs and Career Development, planning and progression (3.02) (3.09) (6.02)

• Personal Development plan – from recruitment to 2 year training (the right people) (3.03)

• Knowledge forums – knowledge is the key commodity + enthusiasm (4.09)

• Skills Matrix complimented by task book

• Investors in People Certification – Gold award

• Ensure a consistent and seamless experience, regardless of channel

• Understanding the costs of each incident - Value and relevance at every interaction (8.24)

We created Behaviours

But what did we really do …..• Empowered the team and made it their mission, not ours

• Embedded the framework so it was truly BAU – not a retro fit

• Trusted that the outcomes would improve

• We committed fully to the cause - SDI disciples

• We had a plan and we stuck to it

• We marketed the Service Desk – putting it at the heart of VocaLink

• We transformed a Service Desk from an Operational focus into a Customer Focus

• We created a culture

• Sent Analysts to industry events to help benchmark

• The team really believed …..

Did it make a difference ?• People Satisfaction increased by 30% (a ‘You Said, We Did’ approach) (6)

• Service Desk Customer Satisfaction ...• 83% in 2013• 88% in 2014• 96% in 2015

VocaLink Net Promoter Score… (7)• +39.2 (2013) • +57.9 (2014)• +58.5 (2015) (Industry wise, on par with First Direct)

2015 final score for Overall VocaLink Customer Satisfaction - 92%

Did it make a difference ?

• Efficiency increase – staff move on into the business with no need to replace

• We created a confident Service Desk

• Staff retention stayed below 5% per annum for four years

• Energy, succession planning, pay and reward, development into VocaLink

• The Service Desk is the one number to remember

• Back to the Floor programme has increased colleague and senior advocacy

• 21 FTE’s in 2011 (when we started SD-C) versus 16 in 2014 & 12 in 2016

• Team members now in second line support after personal development– Efficiencies driven by adopting SD-C into BAU, no need to replace

• Reduction in the number of interactions, c10,000 to c8,000 per month– Automation– Self help (The Grid Social Media)– Problem Identification and Management– Incident Progression

Savingscirca £250,000 + FTE hours

Return on Investment…

So what next ….

• Customer Services as a single function was formed in 2013 & continues to grow

• Wider customer focus aligned with SDI into the Institute of Customer Services (ICS) – ServiceMark achieved

• Single Contact Centre leadership – bringing all contact centres together

• The ‘elephants in the room’ have to continued to be addressed with IT, Resolvers & Customers

• The passion and enthusiasm has to be channelled to influence stakeholders

• Leadership development – alignment with a whole customer focus

• Celebrating often and not being ashamed to do so ….!

It has to be kept simple & on track in 2016

Key Goals in 2016• Customer Satisfaction has to remain above 90% (92% in 2015)• Maintain Net Promoter Score (NPS) +88.5 in 2015 (industry leading)• Staff Satisfaction above 90%• Best Companies Award – enter the Sunday Times Top 100• Service Desk (4 star) and ICS ServiceMark maintained• Align the full contact centre to 4 Star

Centred Around:– A single Vision across Customer Services– A single set of Behaviours and stating that “this is how it is around here”– Achievements and clear goals (we don’t do objectives)

Key & continuous accomplishments (8)

Number of interactions First Contact Resolution

SLA Achievement Average Resolution Time P3/4/5

www.vocalink.com 24

Service Desk is at the heart of the business

If you don’t have team buy in, it wont work

You don’t “just get it” because you’ve paid for itRuss Leighton – Customer Service Desk Manager

'SDI at the forefront of our customer service' - VocaLink

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