Direct Marketing Magazine May 2015

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How customized postal indicia can increase revenue

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The right data = the best customer insights

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WFM in the Contact Centre Supplement

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Vol. 28 • No. 5 • May 2015

The Authority on Data-Driven Engagement & Operations

Tell a financial story when measuring customer experience ❱ 6 eTail Canada 2015 Media Partner Show Issue MAY 2015 To advertise in this issue contact Mark Henry, mark@dmn.ca

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Vol. 28 | No. 5 | may 2015 EDITOR Amy Bostock - amy@dmn.ca PRESIDENT Steve Lloyd - steve@dmn.ca DESIGN / PRODUCTION Jennifer O'Neill - jennifer@dmn.ca Advertising Sales Mark Henry - mark@dmn.ca CONTRIBUTING WRITERS Wilson Raj Hayden Hayden Khiv Singh Andrew McNair Karen Treml Michael Poyser

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Cover Story Tell a financial story when measuring customer experience

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MAY 2015

Targeting & Acquisition ❯❯4

WFM IN THE CONTACT CENTRE

Case Study Cancer Research Society & Canada Post Corporation

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Workforce Management It’s time to learn from the telephone-centric legacy

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Engagement & Analytics ❯❯ 8

Employee benefits What finance needs to know

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Choosing the right data top get the best customer insights

Effective leadership

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The 5 behaviours needed to turn conflict into creativity

Top 15 digital fundraising learnings from Digital Leap 2015

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Motivating your workforce Three key factors in improving employee performance DMN.ca ❰

Targeting & Acquisition

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MAY 2015

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Targeting & Acquisition

Case study:

Cancer Research Society & Canada Post Corporation Canada Post’s new customized postal indicia helped improve the net revenue per donor

Client: Cancer Research Society Sector: Non-profit Goal: Improve response rates and net revenue per donor Solution: Canada Post’s Customized Postal Indicia Background Since 1945, the Cancer Research Society has been funding research aimed at preventing, detecting and treating a disease that has touched the lives of virtually every Canadian family. About two in five Canadians will develop cancer in their lifetimes, and one in four will die of the disease.1 Over the last 20 years, the Society has contributed more than $113 million to 890 cancer research projects across the country, including $41 million in the last five years alone. The Society has supported research through fellowships and grants awarded after a vigorous peer review process.

The challenge Today’s crowded and ultra-competitive

charity industry market is flooded with worthy causes and reputable organizations engaged in The Art of the Ask. The challenge in such an environment is how to reach donors in the most cost-effective manner. Any organization asking donors to open their hearts, minds and ultimately wallets must deliver the right message at the right time, and in a meaningful way to produce favourable returns. The Society is forever refining those factors to create a winning combination.

The solution Canada Post’s Customized Postal Indicia offered the Society an opportunity to establish an individual, personalized connection with donors for less than half the cost of a regular

stamp. But would it be the most cost-effective mode of mailing after factoring in expenses? The Society teamed with Canada Post to test: ❯❯ a customized indicia ❯❯ a regular Addressed Admail™ indicia ❯❯ a metered stamp ❯❯ a standard postage stamp The Society mailed 240,000 packages coast to coast to names drawn from its donor database. The test measured response rates, average gift amount, cost to raise, return on investment and net revenue per name.

Results The art indicia, or customized indicia, was the clear winner with respect to net revenue per name, the measure most relevant to the Cancer Research Society in this test.

“In general, we’ve determined that the new art indicia is the winning package because the net revenue per

name is stronger … and the cost is less than the [regular] stamp,” says Cancer Research Society Development Advisor Joanie Gutterman, a direct marketing specialist.

While the control group mailing with the regular stamp provided a higher response rate, it cost more to mail. An art indicia costs no more than a regular Addressed Admail indicia, which is less than half the cost of a regular stamp.

“Our donors want to make sure more of their money goes to the cause,” says Gutterman, and that’s exactly what donors got when the Society used the less expensive, though still customized, indicia. “The art indicia was a winning tool because of the cost to mail. We had very strong results with a less expensive package. This made it very worthwhile.”

1. Canadian Cancer Statistics 2014, Canadian Cancer Society Addressed Admail™ is a trademark of Canada Post Corporation.

The customer experience: the journey from good to great During this interactive discussion on business outcomes derived from improving the customer experience, we’ll show you why the key to overall success is providing choices that match customers’ expectations.

Direct Marketing invites you to a Free Breakfast Briefing July 9, 2015 • 7:30-10am

Twenty Toronto Street Conference Centre, 20 Toronto Street, Toronto MAY 2015

Presented by

FREE to register www.dmn.ca You must be registered in advance to attend.

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Cover story

Tell a financial story when measuring customer experience

By Wilson Raj

I

n our fast changing, increasingly digital world, building a strong customer relationship is the lynchpin to building a great business.

Digitally-savvy, hyper-connected customers are now harder to define, understand and please than ever before. Today’s enterprise must focus on the customer experience as never before–or risk being replaced or ignored.

A new report by Harvard Business Review Analytics Services, “Lessons ❱ DMN.ca

from the Leading Edge of Customer Experience Management” spotlights how leaders in customer experience management are developing strategies, capabilities, processes, and metrics to gain competitive advantage and remain relevant.

One of the striking aspects--and there are many--of this report pertains to measuring customer experience efforts. Maximizing the customer experience ROI (52%) was cited as the top issue. Nearly half also reported

that it’s extremely challenging to tie customer experience investments to business outcomes. Leading-edge firms aren’t immune from this issue, with a third in the same predicament.

That difference suggests that a higher incidence of tying customer experience to business outcomes sets the leading-edge firms apart. Still, a majority of leading-edge companies admit to having at least some difficulty tying their customer experience investments to business outcomes.

The traditional measure of customer experience success—customer satisfaction scores—are widely used in all companies. Yet a variety of other metrics deemed highly important by those that use them, such as customer effort and digital engagement scores aren’t as prevalent.

The report showed that customer experience leaders use an array of metrics, often more effectively, to track customer experience management progress, including MAY 2015

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Cover Story

measures such as customer lifetime value, indirect traffic, social media sentiment, and upsell rates.

Three categories of customer experience measurement To tie customer experience investments to business outcomes, consider this multi-layered approach to guide your customer experience measurement: Customer engagement measures.

This category examines the effectiveness of your customer experience MAY 2015

efforts – in other words, the health of your customer relationships.

Engagement metrics help marketers measure the specific actions – transactional or non-transactional--that people take when interacting across customer touch points as well as their resulting impressions toward the brand. Are they attracted or disillusioned? Quantitative metrics include online interactions (visits, downloads, registrations, etc.) or at the interactions at physical location or store, number and frequency of visits,

recency, customer migration metrics (from lower to higher tiers of customer value), and customer profile completion rates. Softer, qualitative metrics include satisfaction survey responses and sentiment in social mentions or contact center experiences.

Operations performance measures.

This category assesses the efficiency of customer experience activities.

By tracking operational metrics, marketers can get a sense of the size, scale, and activity level of customer experience initiatives, and how those change over time. Marketing operations management can connect budgeted and actual spending with activities, tasks, resources and objectives related to your customer experience efforts. Operational metrics can include enrollment rates in loyalty programs or campaigns, offer response rates, issue resolution times, asset re-use, and the like.

Corporate business measures. This category assesses customer experience contribution to overall corporate value.

Corporate metrics incorporate available financial and market data to link customer engagement and operational performance and to the firm’s top and bottom lines. Examples here include revenue, growth, margins, market and wallet share, and other productivity measure. Tying everything together, these metrics are often the ones that matter most to the executive team.

Considering the overarching objectives for their businesses, marketers must choose appropriate measures that map to those goals directly or indirectly. For example, if the corporate imperative is to increase customer retention, then marketers should examine the correlation between online engagement and length of relationship or status level to renewal revenue.

determine the real business value of a satisfied customer.

2. Connect the dots between branding, demand generation, and customer experience.

Many companies have separate departments and marketing budgets.

One focused on branding, one on lead generation, another on customer loyalty and so on. Ensuring that the business (not just marketing) takes ownership of the entire customer experience--from a customer’s perspective-- is vital to gauging success. One survey respondent says it this way, “It’s quite a challenge.

Everyone has always measured themselves by progress against sales goals, and customer experience can seem like another initiative. We had to make it clear that it’s not another initiative. It’s part of what we do.

We achieve our sales goals via solid customer experience.”

3. Focus first on effectiveness, then on efficiency metrics. Effectiveness is answering the question: “Are we doing the right things?” While efficiency is answering: “Are we doing that thing well?” First measure if your omni-channel efforts are effective in driving the desired interactions, involvement, intimacy and influence for your brand. Then look at efficiency metrics by evaluating costs of customer acquisition methods, buying and placement of media content, digital asset use, etc.

Three tips to remember Here are reminders as you embark on the customer experience measurement journey.

1. Approach customer experience measurement based on an integrated data set. Data integration is the very foundation of demand generation measurement. In the report, one customer experience director is hiring more analysts, working more closely with finance, integrating more databases, and trying to

Wilson Raj is the Global Director of Customer

The best customer experience measures are not only manifested in delighted customers but also in a cheery financial story. The more companies tie customer experience investments to business outcomes, the more organizations will fully appreciate and see value in customer experience investments.

Intelligence at SAS. His responsibilities include collaborating with industry leaders, customers, alliances, sales, marketing and product teams to establish, evolve and evangelize SAS’s growth strategy for analyticsdriven marketing capabilities. With twenty years of experience in multiple industries, Raj has built data-driven brand value, engagement, and loyalty through expertise in integrating advertising, digital marketing, social media, multi-channel relationship marketing and public relations.

DMN.ca ❰

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Engagement & Analytics

Choosing the right data to get the best customer insights

By Michael Poyser

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he challenge facing CMOs since the dawn of marketing has been the need to understand their customers (both current and potential) and to set the direction of their business to respond to, engage with, and ultimately serve the requirements of their customers.

Early CMOs spent their time speaking with and listening to their customers and prospects through focus groups, exit interviews, as well as qualitative and quantitative market research. In the last twenty years, these sources have been supplemented, then overtaken, and perhaps may one day be left behind, by newer sources of customer insight.

Today, CMOs are bombarded with more and more sources of information on the customer as data have become available from every consumer touch point. This tidal wave of data led to technology companies focusing on

the importance of “Big Data”, which wrongly gave the focus to the data itself as the end goal, rather than the requirements of the data and the insights it could provide.

The benefit of this heightened focus on data is that every single company is aware of the potential value of their data, and most are spending IT dollars on collecting and storing data on their customers. For some, unfortunately, the actual value will not equate to the potential. Many businesses are going to find that the hills do not have gold in them. It should not be assumed that data monetization is a given. A further problem is that data often gets stored in silos and there is a tendency for many companies to feel that the hard part is done once they have started storing the data.

In reality, there are two fundamental challenges that need to be overcome. First, there needs to be much more focus on starting with the

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business question and result required from the data. This allows the smart CMO, working with their Analytics/ Insights team to determine how best to answer that question and, most importantly, which data sources can be used to best get to the answer.

Furthermore, it means you can then determine the incremental value from adding new data sources to answer the question. Typically, the 80:20 rule applies, so that much of the value can be gained from using one data set, but using it well. We view this as “Intelligent Data” instead of Big Data.

Aimia has worked with several of our grocery clients globally to optimize their digital flyer and this work is a great example of using intelligent data well. Previously, an email was sent to customers each week telling them about the “biggest and best” promotions out of the thousands of deals in store that week. Our grocery clients’ aim was to move to a personalisation communication which would tell people about the specific promotions which would potentially bring them into the store. We realized that focusing on the SKU-level transactional data would be the best data set to answer this challenge. So a customer who never buys soft drinks would not hear about the latest Coca Cola promotion in their message. But they would hear about the top 6-10 promotions most likely to get them to head to this particular supermarket rather than the competition. This 1:1 communication has driven 1%+ incremental sales through leveraging one dataset.

The second challenge that CMOs need to consider is how to integrate different datasets to provide a more advanced picture of the customer and lead to a more profitable end result. The key is to really consider the value being produced from adding a different source of data. In the grocery example above, one natural extension could be to layer in web browsing data to look at what items the customer may be interested in. In the client example above, the return on investment for the additional work involved was not deemed to be strong enough to make this worthwhile.

Ignoring the merging of different company data assets, and focusing on the different data sources within a single company’s domain; the challenge becomes bringing together the disparate data into a unified view of the customer, or single customer view (SCV). This process requires a significant cost beyond the technology, and companies which have invested in their Data Management and Analytics functions will be best placed to carry this out. Often this will involve the breaking of silos rather than setting up new data feeds, and this will involve the typical business challenges of inertia, complexity and the need to have a sufficient business case.

On a case by case basis the value of joining two data assets within an organization may not stack up.

But, taking a higher level view, those companies and their CMOs who are able to recognise a customer across all interactions, not just transactions, will be the most successful through their ability to provide a much more targeted and personalized communication for each customer.

Prioritization of data sources: The principle of focusing on the lowest hanging fruit remains true.

This will differ by organization, but given the typical datasets a company will hold here is my starting point on different datasets and their relative importance.

1. Transactional 2. Communications (campaigns and responses) 3. Web browsing (on own website) 4. Mobile application (browsing, transacting) 5. Wider web data (including social) 6. Contact center 7. Location Michael Poyser is the Vice President of

Aimia’s Analytics Division for Canada. He is responsible for driving analytics across Aimia’s client base including Aeroplan, proprietary loyalty and Intelligent Shopper Solutions (ISS).

Michael recently joined the Canadian team after spending the last 6 years as the Head of Aimia’s Analytics division for EMEA.

MAY 2015

Reach marketers & financial executives Our magazines are must-reads for key executives in core corporate competencies.

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• Determine who their customers should be, how they can reach them most effectively, and how they can turn data-driven marketing into profitable sales?

• Build efficient and effective financial systems to enhance payments and billings between their companies and their customers and vendors?

• Convert all the data and information they collect from every contact point into tangible benefits that increase revenue and reduce costs?

• Equip their companies with the tools, technology, systems and hardware needed to manage their operations, to create new services or products, and deliver them to their market?

• Manage their customers with smoothly functioning support departments that are properly staffed and equipped to solve problems, foster loyalty and retain customers?

• Make any or every step in that chain better, faster, cheaper, and more profitable?

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Canadian Treasurer magazine, www.canadiantreasurer.com Canadian Equipment Finance magazine, www.canadianequipmentfinance.com Financial Operations magazine, www.financialoperations.ca.

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Feature

Top 15 digital fundraising learnings from Digital Leap 2015 “Fundraisers are living in a time of digital disruption” – Michael Cervino, Frakture

D

igital Leap 2015 - The sixth annual digital fundraising and marketing conference hosted

by CAFAmerica.org and Stephen Thomas Ltd (ST) - wrapped up another wonderfully successful engagement at the Art Gallery of Ontario in Toronto, May 20.

The many non-profit marketers and fundraisers from organizations big and small who attended Digital Leap 2015 had the opportunity to gain valuable insights, guidance, and motivation from more than a dozen experts on the latest emerging trends in digital fundraising and marketing.

Content marketing, social media engagement and web design clearly emerged as the over-riding themes that must immediately be addressed

by Canadian non-profit and charitable fundraising organizations.

Living in a time of digital disruption As stated by conference keynote Michael Cervino, Chief of Client Development with Washington, D.C.based data integration engine developer Frakture, marketing organizations of all stripes – including charities – are living in a time of digital disruption.

“As social marketers,” Cervino said, “our competition is all the things that are in the consumer’s digital devices and are distracting people from adding to the social value that we really want them to do.”

To overcome this challenge, he added, “We need to change the nature of the way in which people can contribute to social value by making digital an extension of our core business. And, we need to connect the data from all these digital channels to simplify our ability to reach people and allow us to create new modes of engagement on the fly.”

Rebuilding the “digital heart” of non-profits In her session, in which she referred to the website as the “digital heart” of all organizations, ST Director of Digital Innovation Simren Deogun, said, “The website ties to everything a charity does on the digital front - from brand building to membership and

❱ DMN.ca

fundraising - but in many cases the website isn’t doing everything it can.”

Deogun said the key to developing an effective website for most charities is not necessarily to scrap everything on the existing website, but rather to look at adding a few crucial elements, such as: ❯❯ Incorporating responsive design to make the site compatible with any mobile or desktop browser a visitor may be using; ❯❯ Viewing the website as a tool for curating and pushing targeted content to visitors in a compelling and relevant manner; ❯❯ Immediately incorporating mobile giving as a key element in any fundraising campaign planning.

“Canadians are among the most digitally engaged people anywhere in the world,” Deogun said. “Unfortunately, non-profit organizations in this country are still playing catch up to their international counterparts in many areas of digital marketing. However, we’re seeing signs that the tide is starting to turn and that more Canadian organizations are stepping to the forefront.”

Huge strides in digital marketing One such organization making huge strides in digital marketing is the Heart and Stroke Foundation of Canada (HSF Canada), which in the first year of implementing of a national mass-media awareness campaign in 2011, raised $1 million in online donations, more than tripling digital revenue from the previous year.

Speaking at the Digital Leap conference, Brady Hambleton, Director, Philanthropic Direct Marketing with HSF Canada, said the results of the 2011 campaign were excellent, but the organization felt it could do more. In fact, since the campaign launch in 2011, HSF Canada has made tweaks to its strategy every year, each time significantly improving results, to the point that it raised nearly $3 million in online donations in 2014 and is on target to raise even more in 2015.

While dealing with the reality of having a relatively small marketing

budget and a small in-house marketing team to develop and execute the digital push for HSF Canada, Hambleton said one of the most important elements in their evolving digital marketing strategy was always to have the donor’s perspective in mind.

“We figured out that it was important for us to be focused on the complete customer life cycle and that we needed to maintain some level of creative continuity from one year to the next. Following that approach has helped us to more effectively nurture the leads we’ve been generating and to ‘onboard’ new donors as they materialize.”

15 key learnings In the spirit of meeting the disruptive digital marketing force head on, here are 15 key digital fundraising and marketing learnings from Digital Leap 2015: 1. Digital, mobile-optimized content marketing for charities and nonprofits is here now!

2. Content is great in helping to acquire donor leads, but converting leads to donors and retaining them over time is an ongoing challenge for most fundraising marketers.

3. Multi-channel campaigning and data integration is the key to achieving the most out of digital marketing.

4. Your website is the heart of your charity’s digital strategy and the need to invest in best-practice and audience-targeted design, content and overall experience is greater than ever.

5. Simple and direct calls to action are most effective, especially with mobile fundraising.

6. Visual storytelling has tremendous impact, especially in non-profit fundraising.

7. Offer and creative testing is just as important in the digital space as in traditional direct marketing.

8. Canadian non-profits are still not leveraging the potential of mobile giving campaigns as much as they should be.

9. As the way people support charities changes, so too must the charities change the way they market to their supporters and take advantage of their supporters’ social influence.

10. Charities need to learn how to develop an engagement strategy, as much as a fundraising strategy.

11. Social media has created a whole new layer of powerful influencers.

Charities must figure out how best to engage with these influencers.

12. More digital technology tools than ever are available to charities, but to work optimally they have to be intelligently integrated.

13. Non-profit marketers and fundraisers need to take into consideration how ethnic drivers inform the decisions made by different audiences.

14. Multi-cultural and multi-channel together will begin to shape the future of “new” digital fundraising strategies.

15. Not enough Canadian non-profits are using Google Ad Grants and/or AdWords to promote their mission.

The money is there; don’t leave it on the table.

MAY 2015

WFM in the Contact Centre

INSIDE:

• Workforce Management

• Employee benefits

• Effective leadership

• Motivating your workforce

Supplement of

WFM in the Contact Centre

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Workforce management It’s time to learn from the telephone-centric legacy

By Andrew McNair

R

esource and skill levels are being stretched like never before, and in new ways. The telephone-centric contact center stereotype is no longer valid. In some areas, digital interactions are starting to exceed voice contacts.

Just 57 percent of global contact center agents are now limited to voice only telephone support. While it still stands at 69 percent in Canada, it’s a number that’s predicted to drop further. Globally over one third of companies are blending both voice and non-voice contacts.

Now in its 18th year, research from Dimension Data’s 2015 Global Contact Center Benchmarking Report signifies an industry in transformation.

How does this impact the domestic Canadian market and where should attentions be focused to ensure differentiating services can be provided at an affordable cost?

What’s clear is that a new age of modern contact center has arrived. A typical engagement model will soon feature up to eight different forms of contact methods to accommodate a more demanding, and tech savvy customer base. Contact management 4.0 may be upon us, but there are clearly a lot of powerful lessons to be learned from the telephone legacies being inherited.

Slow to react Digital media has become a core component for most contact centers. It’s no longer a ‘bolt-on’. The digital ❱ DMN.ca

revolution is real, and represents the most radical change in the contact center business in the last 30 years. It has profound implications for the way in which organizations manage their resources, and how they deploy technology to deliver and manage connected customer experiences.

Findings from Dimension Data’s annual benchmark report show that Canadian operators are lagging behind in some key areas. Many are not reacting quickly enough to optimize their working environments and expand the scope of basic operating systems to support customers in their new channels of choice.

Basic capabilities, in place as standard for telephone services, are not being introduced into the digital world. It’s impacting service consistency across channels, and ultimately user uptakes levels, as digital solutions continue to be managed in silos.

Unleash performance outcomes Workforce management (WFM) has curiously been one of the most understated service enabling components for contact center operating models that are, and will continue to be, primarily formed around people (resource costs amount to nearly 78 percent of the entire operating budget of Canadian contact centers).

In fact, the misunderstandings around the correct application of workforce management systems have helped fuel widespread, if not entirely accurate,

perceptions that WFM is part of a productivity centric management approach. In reality the effective design and measurement of WFM systems can deliver so much more, but first the outcomes it can influence need to be more clearly understood.

Maturing approach to performance indicators Results from Canadian organizations participating in the 2015 benchmark report highlight that 82 percent of board level and executive management individuals acknowledge customer experience as the most important strategic performance indicator for their business success. Even allowing for those organizations lacking adequate analytics to measure it, 67 percent of Canadian companies can directly relate improving customer experience levels to revenue/profit growth. Another 78 percent can associate contact resolution rates to heightened customer experience.

Despite that, the cost center mentality is never far away, and 42 percent of Canadian companies do not view or are unsure if customer care can provide a competitive differentiator. This figure is strangely out of line with the three quarters of organizations at a global level who do recognize the service differentiation offered by consumer and/or contact center services.

There’s a lingering perception of the traditional call center being a cost center overhead which should have as much productivity squeezed out of it as MAY 2015

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WFM in the Contact Centre possible. It’s this same paradox that’s hindered the operational application, awareness and subsequent success of workforce management techniques.

WFM is not a stick or something to be feared, it’s a powerful enabler, but first it may require a change in mindset and better appreciation of the chosen end outcomes it can accelerate when managed well, if it’s to be optimized.

Consider that more than four out of five (82 percent) Canadian contact centers vote ‘ease of resolution’ as the most important factor affecting customer satisfaction with the organization. ‘Wait time to speak’ to an agent is deemed the second most impactful issue, but at 46 percent it is far less of a concern in the customers view, as is there is a higher want to engage with a suitably qualified agent, preferably on a channel of their choosing and, most crucially, have their enquiry resolved.

The point being that WFM is not purely about boosting productivity.

Rather it’s about equipping your team with the tools, or rather the resources, to succeed. Through ensuring correct skill levels are available to effectively meet the demands across all consolidated contact channels, management can enable positive outcomes on contact resolution levels and create better capacity as forecasted traffic is aligned to shift patterns. It’s not about asking for more productivity from resources.

It’s about managing resources for productivity requirements.

Increasing attention to digital channels Closer scrutiny of several basic aspects of WFM reveal some serious concerns, but also a significant opportunity for Canadian operations to apply the same attention to digital channels as is done to the telephone standard.

The 2015 benchmark report shows volume forecast accuracy targets to be missing in 32 percent of voice-based operations. That figure almost doubles to 68 percent when we consider nonvoice (digital) operations. Why such a discrepancy between the two?

Additionally, just 68 percent of contact center managers are tracking schedule adherence levels, with little more than half (54 percent) taking steps to align shift patterns to contact arrival patterns. It all results in inefficiency.

The opportunities available through WFM are highlighted in other ways.

Just 14 percent of centers include agent satisfaction as a measure of effectiveness in their planning. This implies that MAY 2015

the majority are scheduling without any employee input. If the workforce understand and are included in the process, they’re more likely to support it, which also means they’re more likely to be offering a good service to customers.

Technology to support the contact center across all of the above has been around for many years. There are numerous tools available for planning and scheduling digital interactions, but as an example 64 percent of organizations have nothing in place for email – a long established service channel. The percentage of centers operating blindly increases dramatically when we examine the back office (73 percent), and relatively new digital channels such as social media, where less than 10 percent have any sort of automated WFM solution in place.

This creates wastefulness in non-voice departments to a level we just don’t see in telephone channels where the level of scrutiny, but also experience of management is much greater.

WFM is one area in which the modern contact center is clearly behind the curve … and losing efficiency. Without a consolidated approach, the desired performance outcomes can only be achieved by either over-pressurizing the work environment or through costly overstaffing. If left unaddressed both will cause consistently high absence levels and attrition across roles.

Big data and analytics tools are predicted to be the strongest trend to shape the contact center industry over the next five years. Understanding the intricacies of individual transactions, as well as the context of customer behavior over multiple contacts and channels, is paramount. Strong WFM methodologies will help set the organization’s frontline teams up for success, and ensure they are equipped to address customers’ issues, shape their experiences and enrich the engagement, creating greater value for both parties. Can your organization keep up? If not, customers will simply abandon channels that don’t work, and follow those that do, for that is their fundamental and primary need.

An industry in transformation contact management 4.0

Andrew McNair has been with Dimension Data

for 14 years and Head of Global Benchmarking since 2010. With 18 years’ senior customer management experience across the UK, Europe, Australia, North America and South Africa, he possesses exceptional industry insight and a wealth of strategic vision. Andrew’s role encompasses responsibilities as Head of Solutions, allowing for continued practitioner involvement on the evolution of the industry.

DMN.ca ❰

// 14

WFM in the Contact Centre

Employee Benefits Tim Witchell, president, wealth management and employee benefits at HKMB Hub International

What finance needs to know Part II

By Karen Treml

I Valerie Travis, senior consultant, health and benefits at Aon Hewitt

Abigail O’Neill, consultant at Mosey & Mosey Benefit Consultants.

Susan Bird, president of the McAteer Group ❱ DMN.ca

n the last issue we explored the various elements that surround the sustainability of benefits plans, as well as the need to structure them in a way that provides for the needs of a diverse workforce. We looked at the need for collaboration between human resources and finance and concluded that there is in fact a shift toward HR, finance, labour relations, disability, health, workers’ safety and insurance, and management all coming together at the table to share information and to ensure they are speaking from a common voice in terms of the approach they want to take for managing costs and designing programs.

This issue, we look at how the offerings around ‘wellness programs’, employee assistance programs, and postretirement benefits form a part of the overall strategy for managing costs and maintaining healthy and happy employees.

The ROI in wellness The Canadian Centre for Health and Occupational Safety (CCHOS) believes that workplace health and wellness programs should be a part of the overall company strategy for a healthy workplace and that health and safety legislation and other workplace policies or programs can provide a basis for a workplace health (or health promotion) program.

Historically, ‘wellness’ has been seen as a human resources initiative that sounded good and felt good, but for all of its warm and fuzzy, and although it was something that was talked about a lot, not much action surrounded the talk.

“Wellness has been around for 30 years and it has never really received the traction everybody had hoped for,” says Tim Witchell, president, wealth management and employee benefits at HKMB Hub International. “There are different drivers. In the U.S. healthcare system it is a very important feature from an employer’s perspective because the employer is directly involved in providing the basic medical services – doctor’s visits, surgeries, and hospital stays, all of those go into the employee benefit program and so, if companies can introduce wellness aspects to their employee culture, they can see a reduction in their cost almost immediately and certainly within six months, twelve months, and the three to five year period.

So it is introduced and actively promoted in the U.S.

system because the cost savings are very real. In Canada, the base medical arrangements are all provided through government health arrangements. As such, the returns are not seen vis-à-vis fewer doctor visits, lowered hospital stays, etc., but rather, in such things as less absenteeism and high productivity. These are less measurable, hence, perhaps, the lack of traction.”

Abigail O’Neill, a consultant at Mosey & Mosey Benefit Consultants, agrees. She says that the challenge with wellness is that people are in fact talking a lot about it, and it is key, but the uptake isn’t that high. This, she feels, is because there is a cost associated with wellness plans and because benefit plans are already a huge investment, adding additional costs on top of that introduces more challenges – particularly for small- or mid-size employers that often don’t have a big base from which to work.

Robert Crowder, president of The Benefits Trust, also feels that there is a challenge for small- and mid-size employers. “For small employers there is less choice available and it can be difficult to see the value. When value can’t be seen, then people are looking for the cheapest price.

It always comes down to showing the value.”

However, Valerie Travis, senior consultant, health & benefits at Aon Hewitt, says she is seeing that some of her more progressive clients are taking action and are building comprehensive wellness programs.

“It is clear that several things have changed,” she says.

“Certainly the focus has shifted away from ‘how do we reduce the benefits under the plan in order to control costs,’ to a greater focus on ‘how do we keep the plan competitive so it’s something the employees value. At the same time, how do we shift our focus to a different area and control costs differently?” There is a shift toward realizing that such things as lower disability costs, lower drug costs, lower health costs, higher productivity, and lower absenteeism, are a by-product of keeping employees healthy – which translates to all those things that hit the bottom line with a very tangible benefit. “What we are seeing,” says Travis, “is all those voices at the table speaking from one common vision – the need to make sure there is a plan to support the employees that need it while managing the bottom line and investing where there will be a good return on investment.”

MAY 2015

WFM in the Contact Centre “In recent years, tools have come available that project and measure ROI – an important consideration when talking to the c-suite and finance teams about wellness…

In recent years, tools have come available that project and measure ROI – an important consideration when talking to the c-suite and finance teams about wellness. They may buy into the idea but there needs to be a business case to invest money in new programs. By actually gathering the data and doing the analytics, it is possible to build that case and determine that not only does investment in particular areas and particular ways speak to the conditions employees are struggling with, but that they are actually manageable and can result in bringing the costs down. Analytics make it possible to project ROI as well as measuring it after the program has been in place for a period of time.

“That is the exciting phase,” says Travis. “We are getting to that point with a lot of our clients where we are moving into the measurement phase and are able to demonstrate that there’s been a tangible benefit due to healthier employees – the result of improved productivity and reduced absenteeism – and that the benefit is going to continue to grow. The shift that needed to take place was to get into that tangible outcome domain to be able to say ‘yes, we are going to get something from investing in the area’.”

Of course, different organizational structures are going to contribute more to benefitting from the investment in the wellness program. For example, if an HR team is working to build a wellness program on its own while wearing a lot of other hats, it may end up adding a couple of programs such as a gym membership program and ‘lunch and learns’. But, if those initiatives don’t have the marketing push behind them, and if they don’t have the support of the c-suite, then likely the return on investment will not be what was expected or hoped for.

“Where we’ve seen companies successfully launch a program,” says Travis, “they have brought in a partner right from the outset that has helped them determine what they want to accomplish and how they are going to get there. The partner will help to bring together the different initiatives that might already be offered, as well as new initiatives, and look at it from an integrated approach. They help ensure the management’s buy-in into the initiative and look to visibly promote it to the organization. They get the marketing, the promotion, the communication. They make it fun and engaging because, if the employees participate, you are going to see the benefits; if they don’t – you won’t. That is a main differentiator between organizations.”

EAPs – the hidden benefit Much like wellness initiatives, employee assistance programs (EAPs) have also gained popularity over MAY 2015

the years – and certainly since the introduction and implementation of the ‘National Standard on Psychological Health and Safety in the Workplace’.

However, according to Susan Bird, president of the McAteer Group, many people still do not know about their EAP and this comes down to education to make people aware of what they have available to them.

EAPs can be very helpful and useful – they can do wonders for people in various situations. In fact, Bird feels that EAPs are such a useful benefit that they should be mandatory.

O’Neill agrees EAPs are useful but says that employee assistance programs are difficult to assess as far as a correlation between use of the program and reduction of benefit costs. She also explains that in the last number of years there has been a real focus on mental health awareness and that it continues to be key. “When you look at EAP data, drug data, and disability data, it often correlates, so it’s important to promote the EAP piece, says O’Neill. “It seems to be a silent entity and it should not be. The support offered in EAPs can help for overall wellness.”

Witchell and O’Neill both point out that EAPs are not particularly expensive on a per employee basis and, in the long run, because the EAP is intended to stop situations from getting worse, it is always going to be less expensive to invest in someone’s health before there is a larger problem, says O’Neill. In that regard, she adds, EAPs are always going to cost less than the other elements in a benefits plan. The added benefit is that employees perceive their employers well when they are providing a comprehensive plan, so employers should ensure that their employees know about the EAP offerings.

Post-retirement benefits The conversation around benefits plans, wellness programs, and EAPs, naturally leads to that of post-retirement benefits and the costs involved in sustaining employee’s benefits after they retire.

Most post-retirement benefits are not funded, says Muneer Feeroze, managing partner at Canadian Benefits Associates. He explains that in many cases companies are not setting aside money but rather, are funding the benefits on a pay-as-you-go basis.

Therefore, if a company goes bankrupt, its retired employees become creditors.

“Because of funding problems within the postretirement benefits space, a lot of companies are considering shutting them down for future retirees.

Shutting them down to current retirees is not always as possible and really comes down to what the ‘promise’ was to the employees. If benefits were provided on a contingency and not as a contracted ‘given’, and if the company has reserved the right to change them, they are able to do so. But if they have not, it’s an intended promise they are bound by.

It really comes down to a combination of what was contracted and how it was communicated.”

However, that doesn’t mean that post-retirement benefits can never be changed. They can – if appropriate notice is given and if the right to change has been included. Sometimes companies need to dial back the benefits in order to stay viable and this requires dialogue with the employees to explain the situation and find solutions. If a company

// 15 is forecasting, they should be able to have this conversation and make changes before the situation is critical. For existing employees, Feeroze says it is important to communicate the changes to them and to explain why. They need to be given adequate notice and, in some cases, an employer might also need to offer alternative and other forms of compensation.

He adds that it is easier to dial back the current workforce – they have some recourse to explore other options, whereas retirees generally have no other options if an employer dials back their benefits.

Bird points out that it is sometimes possible to have dialogue with employees around whether the retirees are going to share the costs. If you have the right discussions, they will, she says. If they are aware that it might cost them $150.00 for something that is worth much more than that, they are likely willing to sign on for that. It is a discussion primarily around cost sharing rather than backing out entirely and, generally, people would rather cost share than not have benefits at all.

O’Neill agrees and says that it is different for every employer. It is hard to balance decent programs and costs. It’s an ongoing process, she says, and it is key to do an inventory every year to determine if the plan fits ongoing or whether adjustments are needed. Cost containment is not easy but there are many ideas out there for how to manage costs.

The areas of opportunity lie in benefits plan design, and how and where dollars are spent can impact both spend and ROI…” Partnering for benefits In the past, benefits were ‘just there’, but as the cost of benefits increases more and more, ROI becomes an important component. CFOs need to work with HR to balance employee offerings and associated cost.

The areas of opportunity lie in benefits plan design, and how and where dollars are spent can impact both spend and ROI. With the many elements and considerations that are involved with benefit plan design, a starting point for plan sponsors is to work with a consulting firm that has experience in designing programs that cater to a number of different populations within a workforce. The other strength realized when working with a benefits partner is that the consultant can provide the analytics, the benchmarking, and the data that is needed to ensure that the program being designed is going to be relevant not just today, but for the long run. That ensures maximum value now and in the future.

Karen Treml is Editor, Financial Services Group with Lloydmedia Inc. Her editorial responsibilities include Payments Business, Canadian Equipment Finance, Canadian Treasurer, and Financial Operations. She has a special interest in employee benefits and pensions as well as workplace health and wellness.

DMN.ca ❰

WFM in the Contact Centre

// 16

Effective Leadership The five behaviors required to turn conflict into creativity

â?ą DMN.ca

MAY 2015

WFM in the Contact Centre

By Hayden D.M. Hayden

C

onflict is the number one thing that stops progress, ruins relationships, and stymies results. Effective leaders must know how to deal with conflict in a way that promotes creativity. This creativity is manifested through five key behaviors: curiosity, shifting perspectives, naming the need, making requests, and conscious choices.

1. Be curious!

Conflict arises when there isn’t room for everyone’s ideas to be heard or solicited. Curiosity involves staying open to new ideas and asking questions that generate ideas that build upon, not detract from, what you think you already know. Leaders tend to ‘poison the well’, short-circuiting brainstorming before it actually gets started by contributing their own ideas before anyone else can share. This prevents others from contributing because they latch onto the leader’s ideas and shut down their own creativity.

To avoid this, use open-ended questions that start with the word ‘What’, because these questions aren’t looking for a

particular answer like people (who), time (when), location (where), reason (why), or process (how).

Finding the answer requires digging inside their memory and logic storehouse to tap into their wisdom, experience, and insights. ‘What’ questions are ‘wisdom access’ questions for this very reason; they allow you to tap into the wisdom of yourself and those around you.

MAY 2015

2. Shift your perspective Henry Ford once said, “If you think you can or you think you can’t, you’re probably right.” Our perspectives determine our feelings and define our actions. When our perspectives are negative, we’ll generate negative feelings and usually act them out. If you ‘think you can’t’, you’ll probably feel discouraged and lack the drive to find solutions. The same is true with neutral or positive perspectives.

If you ‘think you can’ you’ll probably feel more empowered and at least attempt to form strategies and look at alternatives.

For every situation, person or challenge there are a plethora of perspectives. The key for you as a leader is to challenge your perspective, especially when it is negative, to come up with at least an equal number of neutral and positive perspectives.

Use curiosity, and ask yourself, “What else might be possible?” Then select the perspective that will move you toward your objectives.

3. Name the need Needs are universal to human beings and they are ‘why’ we do things. People express their needs every day when they speak and act. Our needs are right out there, in plain view, in our language and in our behavior. The problem is that many of us haven’t been trained in how to hear and read these needs for what they are. Even worse, we might ignore the needs of others because we are so busy championing our own need or position and simply reacting to others reactions.

Judging, blaming and complaining are a few ways that people express that their needs are not being met. Unfortunately, it’s a very ineffective strategy for trying to meet those very needs because the negative behavior actually creates disconnection and resistance from others, placing them even further away from meeting their needs.

To identify the need contained in a statement, simply begin with the complaint, blame, or judgment you are hearing. “You just wasted two hours of my time.” Identify the negative feelings.

Wasted. Focus on the topic in the statement.

Time. The underlying need that is not being met will become more obvious when you identify the negative reference to the topic. Need for efficiency.

Often, the unmet need, like efficiency, is the elephant in the room. Once you name the need, the conflict loses its charge and then you can talk about creative ways to meet that need.

4. Make Requests One of our greatest needs as human beings is to have a say in our lives, to have autonomy in the way we choose to work and run our lives. As leaders, responsible for fulfilling the vision and mission of our organizations, we tend to make decisions and send directives down to those responsible for tactical actions. Then, what happens when we don’t allow them autonomy over their response and there is pushback or upset over the plan or strategy? Is it viewed as a lack of teamwork, engagement, or

// 17 commitment? Is ‘no’ an acceptable response?

Consider whether you have made a request or a demand. Requests have three possible answers – yes, no, and counter. Demands have one possible answer – yes. You know you are making a demand disguised as a request when ‘no or counter’ is not acceptable and you get upset. When people hear a demand they think they have only two options – to submit or rebel. Ask yourself, “Why do I want people to do what I want them to do?” Is it because they ‘have to’ or because they choose to. Use a negative response as an opportunity to uncover additional information that may ultimately provide a better solution rather than creating a crisis to overcome.

People will choose to do something when they get in touch with their needs that will be met.

5. Conscious Choices Have you ever heard someone say, “I have no choice, I have to do it?” What does this say about them?

Should we take them literally? Do they really believe that choices don’t exist and, therefore, the obvious solution is the only choice available? Perhaps they really aren’t conscious of the power of choice. The mind-set and perspective of ‘I have to’ or ‘we have to’ is not that uncommon. Unfortunately, it usually produces a great deal of stress and conflict in our lives. Even in very challenging situations, we have the power to choose our response.

At every moment, you have the choice to be curious or defensive, to choose a positive perspective that moves you forward or a negative perspective that shuts you down, to focus on the underlying needs that are not being acknowledged or met or on the attacks and criticism you hear, and to make requests of others or place demands on them. Ultimately, you have the power to make conscious choices in every aspect of your life to support the results you really want. The choice is yours.

Hayden has more than forty years of experience owning, operating, and developing companies, and has consulted with hundreds of businesses throughout his career. Specializing in corporate interventions, leadership development, communication, and operational improvements, he has worked with companies in a variety of industries - from international law firms and manufacturing companies, to national insurance companies and service companies, to healthcare systems, to NASA and the EPA. His wealth of experience has given him a unique understanding of conflict management and communication challenges. His mission statement is, “I help individuals and groups of people shift from a paradigm of reaction to a paradigm of consciously creating results they really want for their lives both professionally and personally.” Thus his philosophy, “Everything in our lives we create, promote or allow.”

Hayden is the author of Conscious Choosing for Flow: Transforming Conflict into Creativity.

DMN.ca ❰

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WFM in the Contact Centre

Motivating your workforce Three key factors in improving employee performance

By Khiv Sing

I

t used to be considered semi OCD to count every step you took throughout the day, and if someone saw you tracking the number of times you moved your arms while at work, they might report you to HR for erratic behavior.

However, with new trends bucking conventional wisdom, it is now chic to count your every step and heart rate inducing movement. Quantification, as it’s known, does not require the participant to count out loud to themselves in public, because it relies on technology to do counting for you.

As far as the new ‘quantified self’ movement is concerned, in terms of fitness, it requires the participant to be outfitted with wearable technology and track their movement, diet, and sleep through mobile apps.

The goal is that once we can track our progress we will be motivated to perform harder, and be more effective in reaching our goals.

Using self-quantification as a form of motivation and a tool for increasing productivity doesn’t have to live and die with our fitness goals however, as we can use new forms of technology to allow for self-quantification at work, allowing us to increase our productivity and achieve our professional goals as well.

So how will self-quantification at work help boost productivity and increase performance? We have

❱ DMN.ca

outlined three key factors in improving performance through self-quantification at work.

1. Tracking task efficiency- Much like in the fitness world, live time-tracking your daily task can drive performance and efficiency by helping you learn when to focus on certain tasks. If a quantification app can help us learn how to shape our day by allowing us to schedule tasks based on our peak performance hours, then we should be able to maximize our output. For example, if you are a morning person who can crank out detailed work in the morning, but hits a 3 P.M. wall, efficiency apps could make sure that your daily schedule reflects this, scheduling your most detail heavy work at the beginning of the day and scheduling tasks like emails in the afternoon.

2. Building Team Morale- Tracking team morale is a huge benefit of self-quantification at work, as it will allow upper management and company owners to make sure their team isn’t losing motivation. With real time updates you can see how your employees are responding to different projects and work tasks, and can even see which rooms or parts of your office your employees are the happiest in.

New software is allowing for employees to send anonymous feedback to the higher ups about their

work and work place satisfaction.

3. Push for Activity- This one might a little bit far off, as requiring all of your employees to wear tracking tech might feel a little too Brave-New-World-ish, but the science is in, and encouraging employees to stay healthy and active improves productivity in the work place. Wearable technology can track employees’ heart rate and send them a ping if they need to stand up and take a ten- minute walk, so they don’t burn themselves out by mid-day.

Encouraging your employees to stay active and take breaks is a win-win for both company owners and the valued people that work for them.

When thinking about how self-quantification at work can benefit you and your team, keep these steps in mind, as tracing our productivity can lead to a more focused and engaged team.

Khiv Singh, our AVP Sales, Americas, has extensive experience

in sales and marketing. A seasoned professional, Khiv is driven by strategic intent and has the expertise to engage clients and drive market expansion. His clear vision and technological awareness has helped in successfully establishing many offshore development teams. Khiv is also highly experienced in driving startup and corporate initiatives in the software products and services domain.

MAY 2015

// 20

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