My Transcom Experience

Author: Alina Andriatyte

Tags:

A new way for internal communication – Lunch & Learn

Internal communication specialists and HR professionals are given a difficult task – to communicate news to employees in such a way that it is noticed. Internal communication always has to compete with letters from managers and colleagues, phone calls, not to mention deadlines and simple routine tasks. That is why we need to come up with innovative ways to reach employees. One of these: sharing news and experiences during lunch time.

We all agree that employees, who are well informed about their company’s culture, working principles and the tasks carried out by their colleagues, can more easily envision how to progress on their own career path. Rūta Mikalauskienė, Training and Quality Manager at Transcom Lithuania, says that employees these days  are increasingly interested in carrier opportunities. But small bits of information are simply not sufficient for them anymore. People want to hear what their colleagues in different positions are doing. And more important is that they want to hear the first-hand. It helps employees to understand what kind of functions they would be able to carry out in their organization in future. Most employees will prefer climbing the career ladder whilst remaining loyal to their company as it is simpler for them to seek an internal position by making a career switch than changing employer. Both sides – employee and organization – win.

A couple of years ago Human Resources team in Lithuania noticed that simple communication regarding internal career opportunities is not enough for employees. That’s why “Lunch & Learn” initiative was started.

Lunch&Learn session in Lithuania

Lunch&Learn session in Lithuania

Every second month up to 20 employees gather during lunch and speak to the managers from different functional departments. Each time one manager tells more about his/her department, daily tasks, challenges, skills required for position, etc. Friday lunches with managers are carried as open discussion. Employees usually have a lot of questions to ask and they actively participate in it. Every time discussion is different and the subject is determined by the participating employees. Sometimes employees are mostly interested in manager’s workday, how he/she copes with stressful situations and how he/she acts on those days when all plans collapse due to unforeseen circumstances. In other cases they are interested in the path that led managers to their position. Furthermore employees often submit valuable offers on how to make processes more effective, avoid possible obstacles and encourage the inter-communication between different departments. There are times when two hours for the meeting are simply not enough – the discussions then continue even after lunch has finished.

Lunch&Learn session in Lithuania

Lunch&Learn session in Lithuania

These “Lunch & Learn” gatherings have now become so popular that great effort has to be made in order to be able to welcome all the people who want to attend. Initiative received support of employees because it gave them a possibility to directly interact with people who work in areas unfamiliar to them and can share personal stories.

It is apparent that next to ordinary channels of internal communication – intranet, company’s social media accounts or career pages – non-traditional means of communication must take place.

Author: Matteo Ferrari

Tags: , , , , ,

A world leader in the logistics sector entrusts its customer service to Transcom

In 2017, Transcom embarked upon an important partnership with one of the largest businesses in the postal and logistics sector, present in 220 countries across the globe and with a workforce exceeding 350,000 employees.

For this Client, Transcom currently manages customer service for the German market. The services are provided from the Belgrade facility, one of our multilingual hubs able to offer agents with near-native language proficiency.

Transcom was selected after successfully managing a test project for six months: it was the prime-quality language skills, together with the excellent level of the services provided, that persuaded the Company to sign the contract. The agreement currently covers the management of the voice channel for the German market, but the Client is examining further proposals to extend the service to other European markets (making full use of the multi-lingual skills the Belgrade contact centre is able to offer) and to cover non-voice channels (email, chat, etc.). During these first few months of the agreement, the Client has already had the opportunity to verify that Transcom’s rightshoring proposal is able to guarantee a winning price-quality ratio, in which the quality of the domestic market is offered at the competitive price made possible by a nearshore contact centre.

Logistica

For the same Client, we are currently providing – from the multilingual centre in Gdansk (Poland) – another highly innovative service aimed at the German market: Video Identity Verification. July 1st saw the entry into force in Germany of an anti-terrorism law that requires consumers to prove their identity in order to purchase a number of products, such as telephone cards. Consumers may do so in person, in the points of sale, or digitally, via computer or app, through a Video Chat platform belonging to our Client. Our specialized agents in the Gdansk contact centre take a photo of the consumer, with the aid of a webcam, and use the video identification procedure to securely verify their documents and identity.

Although newly born, the partnership with this important Client appears more than likely to evolve into a lasting relationship thanks also to another distinguishing factor: Transcom is able to boast lengthy experience in the logistics industry, with important international brands in a variety of countries among its most faithful clients. This expertise gives us access to the best practices developed and consolidated in our contact centres all over the world, allowing us to suggest continuous improvements for each client and at every stage of customer care in the sector.

Author: Vince Oliveros

Tags: ,

Transcom’s Approach on Business Process Standardization

One key element of a successful organization is to be able to increasingly achieve operational excellence by standardizing core business processes. Streamlining processes could have several benefits for an organization – eliminating defects and inefficiencies and drive cost optimization, to name a few.

However, standardization of processes is easier said than done, its success could depend on various factors, such as the availability and maturity of standard framework, complexity of the processes, and other factors coming from external requirements (i.e., client processes, tools and technology limitations, evolving industry standards).

An organization may go through several phases to fully achieve process ‘maturity’ state, where continuous improvement and process compliance comes into play. And often times, it could be a long and tedious journey.

Business Process Standardization - Phases

At Transcom, we firmly believe that standardizing and optimizing our internal processes is equally important to accelerate our business and value proposition for our clients. Over the past years, we have become more proactive on identifying, understanding and analyzing internal processes from different areas in our business to enable us to reach our desired state of maturity.

In order for us to effectively manage this, we have introduced an approach on standardization, where we gather processes and best practices from different regions, assess these based on their relevant success measures and tangible gains. From this point, we can then select the processes which are scalable and can be implemented globally or develop a new framework containing several pockets of processes from each region.

bps_image2

 

We believe that when process standardization is implemented successfully, significant results can then be measured by the enhancement of our overall service delivery, customer satisfaction and loyalty, increased productivity, development of skills of our employees, efficiency and increased profit resulting in higher and faster return on investment (ROI).

Author: Helene Ruda

Tags: , , ,

TalkTalk walks the walk with digital customer service strategy

Five years ago, TalkTalk was one of the most complained about telecoms operators in Britain. Today the company has completely turned things by revamping the contact centre operating model and finding new ways for customers to get the support they need across digital channels. As a result, TalkTalk is succeeding in its mission to be a value champion taking on the traditional giants in one of the toughest industries in Britain. 

After being handed the Daily Mail’s ‘Wooden Spoon’, given to companies their readers deem have the worst customer service, TalkTalk, which delivers value for money phone, broadband and TV packages to more than 4 million UK customers, realised it needed to change. One of the problems was that it had recently acquired several different companies who all had their own customer service networks. As a result it was working with many different outsourcing providers, making it incredibly hard to deliver a consistent customer experience.

Talk Talk

A decision was made to simplify and streamline the number of partners and at each stage, TalkTalk chose to stick with Transcom, despite the fact that Transcom’s Manila-based operations were so far from the UK.

“The temptation was to work with someone closer, so that’s a testament to the quality of Transcom’s services that it negated the distance,” says Sholto Mee, Head of Customer Service for TalkTalk. “We wanted to move to a larger strategic partnership where we could develop a deeply embedded relationship, one with equal respect where we share in each other’s successes and have to work together in order to be successful together.”

Remarkable turnaround

The results have been remarkable, and today TalkTalk outperforms larger players such as BT in the regulator’s formal reports on customer satisfaction and complaint handling. One of the main reasons is because TalkTalk has realised that customers increasingly want to interact with companies using a variety of channels, especially digital ones. One of the company’s main strategies has been to invest in innovations such as Live Chat functionality and online self-service so that customers can solve their problems digitally, thereby reducing the numbers of calls into contact centres.

“We are seeing customers migrate to digital channels more and more, and customer satisfaction is much higher in those areas as a result. Today 40 percent of our frontline customer service is through live chat, compared to 5 percent a few years ago,” says Sholto Mee.

And consumers are more demanding, and more likely to switch than ever before, keeping those customers happy is crucial.

“Internet connectivity is as important to consumers today as electricity or water. People expect to be able to be online 24/7, and expectations are on a completely different level than they were five or 10 years ago. It’s crucial we deliver support in a way that retains those customers,” says Mark Lyndsell, Transcom’s Country Manager for UK and Asia Pacific Accounts.

New solutions changing the game

Today about 1,800 agents in two of Transcom’s delivery centers in Manilla handle all types of customer queries for TalkTalk, from billing to technical support.

And TalkTalk is constantly adopting innovative solutions, such as voice biometric software that helps identify customers without having to go through lengthy security questions. Transcom has also created escalation layers so that more skilled agents can deal with callers who have urgent problems or complaints.

And TalkTalk is planning to launch a new WhatsApp-style messaging application where customers can send questions and replies to agents at any time, without the need for instant responses.

“That’s really exciting because it fundamentally changes the experience from the customer’s point of view. They can engage with us on their terms, when it suits them. If they need an instant response, they get one. But if they want to send a message, then get on the train and check the response later, they can fit in their questions around their day-to-day lives,” says Sholto Mee.

It’s clear that TalkTalk is determined to stay ahead of the game and isn’t afraid to make fast and sweeping changes to the way the company operates. That means their partners must have the same attitude, and willingness to evolve.

“The reason why our partnership has lasted so long is that Transcom has been able to align to their culture,” says Mark Lyndsell. “TalkTalk is very entrepreneurial. They like to zig when everybody else zags. They like to buck the trend. That means you have be very agile and flexible in terms of your thinking when you’re working with them.”

And that’s also why TalkTalk feel they have found the perfect partner in Transcom.

“We operate at the value-end of the market which means we can’t outspend our competition, we have to outthink them. That means we have a culture of moving quickly and delivering innovative products. So all our partners have to be flexible with us,” says Sholto Mee. “Transcom is great at that because they have a flexible management team with the ability to deal with ambiguity and deal with change. We talk about challenging with integrity. It’s a two-way dialogue, and that’s based on trust.”

This article, written by Mattias Karén, appeared in the latest issue of the Hello Transcom magazine.

Download the Hello Transcom magazine here.

Author: Cheryll Aganda

Tags: ,

Process Analytics and Improvement: a Case Study

At Transcom, our approach in Process Analytics and Improvement involve a series of actions that aim to identify, analyze and improve existing business processes within our partners’ organization, in order to meet new goals and objectives, such as increasing profits and performance, reducing costs and accelerating business value proposition.

 overview1

We would like to share a case study in this section, where we demonstrate our capabilities in this area via a project completed for one of our partners in the consumer electronics industry.

Our primary task was focused on the mapping, documentation, and analysis of current-state business processes. This led to the discovery of improvement opportunities surrounding organizational alignment, as well as opportunities related to the effective education and communication of agreed business objectives.

In the figure shown below, we provide a summary of identified ‘pain points´ experienced both by our partners’ customers, and our employees who support them in their journey to issue resolution.

 painpoints2

Both process mapping and documentation activities were completed, and upon seeing the misalignment on overall process information and business objectives, we provided recommendations which were approved and signed off by our partner.

process_mapping3

But the benefits we achieved went far beyond organizational alignment. We have, in fact achieved more in relation to successfully meeting our performance metrics, as well as demonstrating value add to our partner, through cost optimization.

results4

Author: Nathalie Farigu

Transcom Netherlands Awarded Recertification to the COPC Standard

Transcom Netherlands has achieved the prestigious COPC certification for the second year in a row. The COPC standard is an internationally applied control model aimed at handling customer contact. The standard has stringent requirements for customer satisfaction, quality and processes and is focused on high performance.

A COPC certificate is valid for one year. To qualify for recertification, the organisation needs to achieve and sustain continuous performance improvement. The COPC certificate proves that Transcom is able to provide outstanding customer service, with emphasis on customer satisfaction, cost reduction and employee satisfaction that meets the highest international standards.

 

Transcom Netherlands COPC Task Force