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Webhelp People Analytics

+30%
Of at-risk advisors engaged in care conversations
32%
Reduction in attrition among advisors who are engaged in care conversations
4
Areas of the advisor lifecycle where attrition triggers have been identified

Client:

Webhelp people engagement initiative with impact across multiple clients and sectors.


Challenge:

Having invested in technology and analytics to deliver outstanding customer experiences, Webhelp aimed to use that capability to power its people engagement plan with new levels of insight; and in turn deliver wider business benefits.


Solution:

After consultation with business stakeholders, a suite of people analytics tools was created covering the following three key areas:

Recruitment and engagement analytics

By taking an analytical approach to profiling candidates, we aimed to increase engagement and deliver greater support during the recruitment process, then use that information to define our recruitment strategy moving forward.

Retention analytics

By creating a dashboard view of our people, we aimed to profile and flag those who we feel may be becoming disengaged. The purpose of the tool would then be to provide direction around the necessary care conversations required by a manager to try and resolve any issues.

People journey tool

By analysing the crucial early stages of each person’s journey, focusing primarily on performance and levels of engagement, we aimed to enhance the experience of our new advisors and provide increased levels of support throughout training, graduation and on-boarding into the live environment; all crucial stages in an advisor’s development.

The operation:

“The people journey tool is fantastic. This holds results for the advisors’ first three weeks in training to allow us to gain feedback on what our new hires love about the business and any changes we could make. A trigger system alerts team leaders to drops in results, so they are better equipped to have ‘Save’ conversations, should there be the risk of the advisor leaving the business.

“The tool helps us to understand our people’s support needs better and increase engagement. The advisor can score their first experience on particular call types which floorwalkers use to work on their own coaching and development skills and in turn increase the speed to competency of the new hire into the business.

“We had an advisor who scored highly in training. During his first week taking calls he scored ‘My First Billing Enquiry’ as a two and commented, ‘Really struggled’. The floorwalker was able to break down the call with the advisor and walk him through the bill. At the team brief the next day the floorwalker and manager held a session on understanding bills and made the team aware of the ‘Hubs’ available to enhance their knowledge of systems/processes.”

Webhelp, Academy Manager


Results:

Taking an analytical approach to profiling throughout the advisor lifecycle has enabled us to measure what “good” looks like. At recruitment stage we are able to provide a profile on each candidate and competency match to the skill requirement of each of our clients.

By creating a series of attrition triggers we have identified the types of variables that predict early attrition at four key stages of the advisor lifecycle, e.g.: recruitment, training, on-boarding and in life. With each trigger we have looked at what action we could take to reduce the attrition risk.

We are now able to provide a ranking of advisors who have been flagged as a potential attrition risk along with the suggested factors. Our operations then use this insight to initiate targeted care conversations with employees highlighted.

The results from this initiative have been significant. We currently have care conversations with over 30% of the advisors each month who have been flagged as a potential attrition risk. Attrition amongst this group is down by 32% compared to advisors who haven’t been engaged in the same way, which means significantly reduced costs; and less effort is required to recruit and train advisors in a very competitive market.

We have also received positive feedback from operations on the difference these engagement sessions have made, both in terms of the different types of conversations that are now taking place with our people and finding out what is affecting them in their role. This ultimately improves things for our clients – with engaged and informed people delivering great experiences for the customers they engage with each day.

BUSINESS PROCESS AND CUSTOMER EXPERIENCE OUTSOURCING

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