2024 CUSTOMER SERVICE CALL CENTRE PERFORMANCE Assignment Help

TASK 2 Task specification Write a report no more than 1000 words addressed to Jason Healy CEO and the 2023

TASK 2 Task specification Write a report (no more than 1000 words), addressed to Jason Healy, CEO, and the senior executive team of Jason’s Bank measuring performance of the Customer Service Department Call Centre. The report should contain the following structure/ content: 1. Introduction 2. Findings of the performance review  Areas which are not performing well  Suggested reasons for the poor performance in these areas 3. Recommended strategies for improving performance in the areas identified in section 2  Support for your recommendations  Goals/ targets for the next 12 months  A cost/ benefit analysis of recommended strategies Please support your report with figures, charts, research or marketplace citations, wherever possible. You will need to conduct substantial trend analysis and benchmarking. You will also need to access the spread sheet file attached (will be provided by your Trainer) to assessment task 2 The Customer Service Call Centre of Jason’s Bank Ltd. Background Jason’s Bank was founded by Jason Healy (Senior) in 1961. Jason was a former Olympic wrestler who represented Hungary in the summer Olympics in Melbourne in 1956 and sought and received asylum in Australia during those games. After initially working for the Commonwealth Bank for 5 years, Jason saw the opportunity to open his own bank and boldly took it. Jason’s Bank was originally a community bank for immigrants, initially having strong ties to the Iranian and Filipino communities in Sydney. Gradually it grew (into other cities and communities) and came to be seen as the bank for all immigrants and as these communities assimilated, it became a trusted name and authentic brand across all communities in Australia, particularly in suburban and regional Australia. The bank has always been structured as a not-for-profit and invests revenues earned from communities back into those communities, through contributions to communities in areas such as sponsorships, scholarships, discounts and joint ventures with other community service organisations or service providers. When Jason snr was tragically killed playing cricket in Tasmania, Jason jnr took over the CEO role in 2008, only one week before the global financial crisis (GFC) took hold in September of that year with the collapse of Lehmann Bros in the U.S. The post-GFC period saw Jason’s Bank take over 3 small regional banks each of which were experiencing severe funding problems when the credit markets froze in October 2008. These banks were: · Mylene’s Bank (predominantly serving the Vietnamese community. Founded in 1978), · Jasmine’s Bank (predominantly serving the Columbian and other South American communities. Founded in 1993), and · Judith’s Bank (predominantly serving mining towns in remote areas of Western Australia and Queensland. Founded in 1989) These three banks kept their brand names so that Jason’s Bank, a public company which listed on the ASX in 1998, is in reality 4 bank brands, each with its own brand identity. Head office is located in York St, Sydney, where treasury; wholesale lending; credit and risk management; marketing; IT; and human resources heads are located. The customer service call centre is also located in the York Street headquarters building. Last year the bank celebrated its 50th anniversary and remains a trusted and well-run bank, the 5th largest in Australia with a market capitalisation of $7.2 billion. It has over 1.3 million customers and over 6,700 staff. Unfortunately, the customer service call centre has been experiencing problems with customer satisfaction, efficiency, staff morale and engagement. This area is dragging down the bank’s overall brand strength. The latest annual Cannex customer satisfaction ratings (as at July 2012) are as follows: Bank Overall satisfaction Branch service Call Centre Service Internet Banking Products and Pricing ATMs Friendliness Commonwealth Bank **** **** ***** ***** **** ***** **** National Australia Bank ***** **** ***** ***** ***** **** ***** Westpac **** **** **** ***** **** ***** **** ANZ **** **** ***** ***** **** **** ***** Jason’s Bank **** ***** *** **** **** **** **** This compares to the same ratings from a year earlier (July 2011): Bank Overall satisfaction Branch service Call Centre Service Internet Banking Products and Pricing ATMs Friendliness Commonwealth Bank **** **** ***** ***** **** ***** **** National Australia Bank ***** **** ***** ***** ***** **** ***** Westpac **** **** **** ***** **** ***** **** ANZ **** **** ***** ***** **** **** ***** Jason’s Bank ***** ***** ***** **** ***** **** ***** The main problem has been the fall in customer’s satisfaction with the call centre, which dropped from 5 stars to 3 stars. This undoubtedly had some impact also on the Friendliness rating dropping from 5 stars to 4 stars. Branch service remained at 5 stars so the dissatisfaction is clearly stemming from the customer service call centre. Russell Jackman manages the call centre. He is aware that performance of the call centre is below the expectations of senior management and shareholders. The following pages will show some of the data that has been collected:  Customer satisfaction survey results  Staff engagement results  Call Centre KPIs as part of the Customer Service Call Centre’s balanced scorecard Customer Satisfaction Survey results Below is the standardised Customer Satisfaction Survey (CSS) which is send via email to customers who have recently contacted Jason’s Bank’s Customer Service Call Centre. The CSS is administered by Clive Lloyd Consulting (CLS). The CSS has been conducted every 6 months, one in May and another in November, for the past four years. The most recent survey results (from May 2012) are based on the answers from 2,814 respondents: The survey takes about 60 seconds to fill in and return and is as follows: The results are shown for the previous 3 surveys. May 2012 Customer Service  Survey 1 2 3 4 5 Very Dissatisfied Neutral Satisfied Very Question Dissatisfied Satisfied 1 Were  you happy with the way your call was answered? 10% 17% 17% 34% 22% 2 Were  you happy with the speed your call was answered? 34% 25% 19% 15% 7% 3 Was  our agent able to answer your query? 9% 8% 13% 32% 38% 4 Was  the information they gave you accurate? 7% 9% 10% 34% 40% 5 How  would you rate the overall call? 19% 24% 23% 19% 15% Yes No 6 Was  this the first time you have contacted us? 10% 90% 7 Do  you use Jason’s Bank’s smartphone app? 18% 82% 8 Which  other communications channels would you like to use to access Customer  Service? i)  email 31% ii)  Interactive voice 8% iii)  Web chat 38% iv)  SMS 21% 9 If  you requested literature did it arrive as promised? 94% 6% 10 Would  you recommend us to others? 78% 22% November  2011 Customer Service Survey 1 2 3 4 5 Very Dissatisfied Neutral Satisfied Very Question Dissatisfied Satisfied 1 Were  you happy with the way your call was answered? 4% 15% 19% 37% 25% 2 Were  you happy with the speed your call was answered? 13% 19% 21% 30% 17% 3 Was  our agent able to answer your query? 4% 6% 15% 35% 40% 4 Was  the information they gave you accurate? 3% 7% 12% 36% 42% 5 How  would you rate the overall call? 4% 9% 28% 31% 28% Yes No 6 Was  this the first time you have contacted us? 12% 88% 7 Do  you use Jason’s Bank’s smartphone app? 14% 86% 8 Which  other communications channels would you like to use to access Customer  Service? i)  email 38% ii)  Interactive voice 4% iii)  Web chat 36% iv)  SMS 24% 9 If  you requested literature did it arrive as promised? 97% 3% 10 Would  you recommend us to others? 89% 11% May  2011 Customer Service Survey 1 2 3 4 5 Very Dissatisfied Neutral Satisfied Very Question Dissatisfied Satisfied 1 Were  you happy with the way your call was answered? 3% 7% 12% 51% 27% 2 Were  you happy with the speed your call was answered? 2% 14% 20% 38% 26% 3 Was  our agent able to answer your query? 2% 5% 9% 43% 41% 4 Was  the information they gave you accurate? 1% 5% 11% 43% 40% 5 How  would you rate the overall call? 2% 5% 22% 38% 33% Yes No 6 Was  this the first time you have contacted us? 11% 89% 7 Do  you use Jason’s Bank’s smartphone app? 8% 92% 8 Which  other communications channels would you like to use to access Customer  Service? i)  email 41% ii)  Interactive voice 3% iii)  Web chat 31% iv)  SMS 28% 9 If  you requested literature did it arrive as promised? 100% 0% 10 Would  you recommend us to others? 92% 8% These customer satisfaction results can be compared with the latest benchmarks as provided by CLS (As at May 2012). Customer  Service Survey Benchmarks 1 2 3 4 5 Very Dissatisfied Neutral Satisfied Very Question Dissatisfied Satisfied 1 Were  you happy with the way your call was answered? 4% 8% 15% 41% 32% 2 Were  you happy with the speed your call was answered? 4% 15% 22% 33% 26% 3 Was  our agent able to answer your query? 2% 6% 10% 42% 40% 4 Was  the information they gave you accurate? 1% 5% 11% 42% 38% 5 How  would you rate the overall call? 3% 7% 25% 34% 31% Yes No 6 Was  this the first time you have contacted us? 7 Do  you use Jason’s Bank’s smartphone app? 18% 82% 8 Which  other communications channels would you like to use to access Customer  Service? i)  email 36% ii)  Interactive voice 3% iii)  Web chat 21% iv)  SMS 37% 9 If  you requested literature did it arrive as promised? 98% 0% 10 Would  you recommend us to others? 84% 8% Employee Engagement Survey Results Every year Jason’s Bank conducts an Employee Engagement Survey (EES) through Viv Richards Consulting (VRC) across all departments. EES Reports are prepared by VRC for each department and for the bank as a whole, as is done for other banks that are clients of VRC. The first EES was conducted for the bank in April 2007 and the survey has been done annually by VRC every April since then. The questions VRC have asked in their survey have not changed since the first one 5 years ago. The survey measures four key components of employee engagement:  Whether employees are satisfied with JB as a place to work (satisfaction);  Whether employees consider or actively seek a new job with another company (commitment);  Whether employees would gladly refer a good friend or family member to JB for employment (advocacy); and  Whether employees are proud to say they work for JB (pride). The survey questions are filled in according for a scale of 1-5, as follows: 1. No, not at all 2. Not really 3. A little 4. Yes, somewhat 5. Yes, definitely Jason’s Bank Staff Engagement Survey 1. Do you know what is expected of you at work? 2. Do you have the materials and equipment you need to do your work right? 3. At work, do you have the opportunity to do what you do best every day? 4. In the last seven days, have you received recognition or praise for doing good work? 5. Does your supervisor, or someone at work, seem to care about you as a person? 6. Is there someone at work who encourages your development? 7. At work, do your opinions seem to count? 8. Does the mission/purpose of your company make you feel your job is important? 9. Are your associates (fellow employees) committed to doing quality work? 10. Do you have a best friend at work? 11. In the last six months, has someone at work talked to you about your progress? 12. In the last year, have you had opportunities at work to learn and grow? The results for the past three years are: April 2012 Staff Engagement Survey No, not at all Not really A little Yes, somewhat Yes, Definitely 1 Do  you know what is expected of you at work? 2% 4% 8% 45% 41% 2 Do  you have the materials and equipment you need to do your work right? 3% 8% 11% 41% 37% 3 At  work, do you have the opportunity to do what you do best every day? 14% 26% 22% 21% 17% 4 In  the last seven days, have you received recognition or praise for doing good  work? 11% 16% 34% 30% 9% 5 Does  your supervisor, or someone at work, seem to care about you as a person? 19% 28% 31% 14% 8% 6 Is  there someone at work who encourages your development? 23% 22% 33% 18% 4% 7 At  work, do your opinions seem to count? 23% 27% 29% 12% 9% 8 Does  the mission/purpose of your company make you feel your job is important? 18% 24% 28% 19% 11% 9 Are  your associates (fellow employees) committed to doing quality work? 12% 16% 19% 29% 24% 10 Do  you have a best friend at work? 4% 18% 28% 24% 26% 11 In  the last six months, has someone at work talked to you about your progress? 4% 13% 42% 34% 7% 12 In  the last year, have you had opportunities at work to learn and grow? 16% 27% 36% 17% 4% April 2011 Staff Engagement Survey No, not at all Not really A little Yes, somewhat Yes, Definitely 1 Do  you know what is expected of you at work? 2% 3% 9% 46% 40% 2 Do  you have the materials and equipment you need to do your work right? 2% 6% 11% 40% 41% 3 At  work, do you have the opportunity to do what you do best every day? 8% 18% 24% 29% 21% 4 In  the last seven days, have you received recognition or praise for doing good  work? 3% 9% 21% 37% 30% 5 Does  your supervisor, or someone at work, seem to care about you as a person? 14% 22% 20% 25% 19% 6 Is  there someone at work who encourages your development? 19% 18% 30% 25% 8% 7 At  work, do your opinions seem to count? 15% 21% 27% 20% 17% 8 Does  the mission/purpose of your company make you feel your job is important? 16% 19% 25% 22% 18% 9 Are  your associates (fellow employees) committed to doing quality work? 6% 11% 21% 33% 29% 10 Do  you have a best friend at work? 2% 11% 25% 28% 34% 11 In  the last six months, has someone at work talked to you about your progress? 1% 8% 23% 31% 37% 12 In  the last year, have you had opportunities at work to learn and grow? 8% 12% 21% 28% 31% April 2010 Staff Engagement Survey No, not at all Not really A little Yes, somewhat Yes, Definitely 1 Do  you know what is expected of you at work? 2% 2% 8% 46% 42% 2 Do  you have the materials and equipment you need to do your work right? 2% 5% 9% 42% 42% 3 At  work, do you have the opportunity to do what you do best every day? 7% 17% 22% 31% 23% 4 In  the last seven days, have you received recognition or praise for doing good  work? 1% 6% 17% 35% 41% 5 Does  your supervisor, or someone at work, seem to care about you as a person? 7% 13% 21% 31% 28% 6 Is  there someone at work who encourages your development? 10% 11% 25% 26% 28% 7 At  work, do your opinions seem to count? 14% 17% 21% 22% 26% 8 Does  the mission/purpose of your company make you feel your job is important? 16% 18% 22% 24% 20% 9 Are  your associates (fellow employees) committed to doing quality work? 5% 8% 22% 34% 31% 10 Do  you have a best friend at work? 2% 9% 10% 37% 42% 11 In  the last six months, has someone at work talked to you about your progress? 1% 6% 13% 34% 46% 12 In  the last year, have you had opportunities at work to learn and grow? 3% 4% 8% 34% 51% These can be compared with the Australian banking benchmarks, as supplied by VRC. Staff Engagement Survey Benchmarks No, not at all Not really A little Yes, somewhat Yes, Definitely 1 Do  you know what is expected of you at work? 2% 4% 11% 44% 39% 2 Do  you have the materials and equipment you need to do your work right? 2% 8% 15% 38% 37% 3 At  work, do you have the opportunity to do what you do best every day? 7% 24% 21% 30% 18% 4 In  the last seven days, have you received recognition or praise for doing good  work? 1% 7% 24% 33% 35% 5 Does  your supervisor, or someone at work, seem to care about you as a person? 10% 18% 20% 28% 24% 6 Is  there someone at work who encourages your development? 7% 10% 22% 28% 27% 7 At  work, do your opinions seem to count? 18% 18% 19% 21% 24% 8 Does  the mission/purpose of your company make you feel your job is important? 20% 24% 23% 18% 15% 9 Are  your associates (fellow employees) committed to doing quality work? 9% 14% 19% 30% 28% 10 Do  you have a best friend at work? 5% 17% 18% 26% 34% 11 In  the last six months, has someone at work talked to you about your progress? 5% 9% 16% 31% 39% 12 In  the last year, have you had opportunities at work to learn and grow? 8% 11% 20% 27% 34% Key Performance Indicators The Customer Service Department Call Centre uses a number of key performance indicators as part of its Balanced Scorecard reporting ad performance assessment process. The KPIs for the past 8 quarters (2 years), grouped into their Balanced Scorecard categories, are listed below: Key Performance Indicators: Jason’s Bank Customer Service Call  Centre Customer  Satisfaction Q3 2010 Q4 2010 Q1 2011 Q2 2011 Q3 2011 Q4 2011 Q1 2012 Q2 2012 1 Percentage  of Calls Abandoned 6% 5% 5% 6% 7% 9% 11% 13% 2 Average  Speed to Answer (seconds) 27 31 28 27 34 41 46 52 3 First-Contact  Resolution rate 72% 71% 72% 68% 64% 61% 59% 56% 4 Customer  Satisfaction Scores (1-5) 4.2 4.3 4.1 4.0 3.8 3.7 3.5 3.3 Operational  Efficiency 5 Agent  Occupancy 81% 80% 81% 84% 90% 92% 94% 97% 6 Average  Handling Time (seconds) 48 47 49 51 44 41 39 41 7 Call Transfer Rate 9% 7% 8% 11% 13% 14% 16% 17% 8 Cost  Per Call $ 2.71 $ 2.68 $ 2.74 $ 2.71 $ 2.89 $ 2.94 $3.06 $3.18 Business Value 8 Customer Retention 96% 94% 95% 96% 93% 92% 90% 89% 10 Referrals to sales dept (avg per day per agent) 8 9 7 8 6 5 6 5 11 Conversion  rate of referrals to sales dept. 64% 68% 67% 68% 71% 66% 69% 70% People Management 12 Attrition  Rate (annualised) 14% 16% 13% 18% 21% 24% 26% 31% 13 Unapproved  Absenteeism (annualised days per agent) 6 7 6 8 8 9 12 13 14 Staff  engagement rate 77% 76% 77% 75% 71% 70% 68% 65% Benchmarks for the various KPIs have been provided by the following sources:  Gary’s Banking Intelligence  Fema Contact Metrics  Viv Richards Consulting  Clive Lloyd Consulting

2024 Open Systems Assignment Help

Part 1 What is open systems theory How can open systems theory be used to understand 2023

Part 1 What is open systems theory? How can open systems theory be used to understand an organization? Part 2 Your first task is to choose one of “Fortune Magazine’s Best 100 Companies To Work For” (2011) from the following website: http://money.cnn.com/magazines/fortune/bestcompanies/2011/index.html Discuss how open systems theory might apply to your chosen organization.

2024 Suggest three (3) specific change management techniques that Shimon Kornfield should have used in order to manage the morale of the team assigned to the Yad Vashem memorial site project. Three, specificchange management techniques. This is a good chance t Assignment Help

BUS 518 Assignment 4 Building of Memory Managing Creativity Through Action Read the 2023

BUS 518 Assignment 4 : Building of Memory: Managing Creativity Through Action Read the weekly assigned chapters and view the lectures before beginning the assignment. Read the case study titled “Building of Memory: Managing Creativity Through Action” before starting this assignment. Review the Week 10 Individual Assignment in which you develop a Personal Leadership Plan. Write a four to five (4-5) page paper in which you: Suggest three (3) specific change management techniques that Shimon Kornfield should have used in order to manage the morale of the team assigned to the Yad Vashem memorial site project. Three, specificchange management techniques. This is a good chance to do some research and cite sources to fortify your recommendation. Outline the essential steps that Shimon Kornfeld could have taken in order to ensure that all team members learned of any proposed changes. Provide the rationale and justification for each step outlined. Please note this is “could have taken”; do not emphasize what you observe in the reading but what should have been done. Assess the criticality of the timing of communication in the success of the Yad Vashem memorial site project. Support the response with three (3) specific examples. How important was timing and why? Again, three examples Assume that two (2) key members of the team were replaced during the executing phase of the Yad Vashem memorial site project due to family crises. Discern actions Shimon Kornfield could take in order to establish trust and gain credibility with the remaining project participants. So essentially this question is asking you how you would establish trust and gain credibility with the new members. Your assignment must follow these formatting requirements: Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions. Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length. The specific course learning outcomes associated with this assignment are: Apply the concepts of project leadership to implement sound leadership practices and effectively lead high-performance teams in a project environment. Develop productive relationships with project participants to gain the trust of project team members and build the personal credibility required for effective leadership. Use technology and information resources to research issues in project management leadership. Write clearly and concisely about project management leadership using proper writing mechanics.

2024 Dpost 2 Assignment Help

The United States has a variety of regulations to address the economic 2023

The United States has a variety of regulations to address the economic harm resulting from monopoly power in an industry. This includes the Sherman Act of 1890, the Clayton Act of 1914, and the Federal Trade Commission Act of 1914. These acts were aimed at restricting the formation of cartels and monopolies to protect consumers and ensure competition. The article The Oligopoly Problem argued that oligopolies fall through the cracks of these regulations and leave consumers unprotected from harmful business practices where industries are highly concentrated. Read the article and respond to the following in your initial post: What are examples of firms in an oligopolistic market that abuse their power? Explain how they abuse their power and describe the impact on consumers. Do you agree with the author’s feelings about increased government oversight of such industries? Why or why not? In your response posts to peers, comment on your own experiences with such industries and on their impact on you. Additionally, discuss whether you agree or disagree with your peer’s stance on regulation, explaining why.

2024 Marketing Homework Assignment Help

Read the Marketing Strategy section of the Hillside Veterinary Clinic marketing plan Answer and discuss the following in your 2023

Read the “Marketing Strategy” section of the Hillside Veterinary Clinic marketing plan. Answer and discuss the following in your initial post: 1- Whater are Hillside’s advertising objectives? 2- What types of advertising and media are being proposed? 3-What type of copy thrust is recommended? Why? 4- What sales promotion activities are being planned? In your reply posts, in addition to discussing the topics in the initial posts, discuss the following: 1-Why are the types of advertising and media are being used and not others? What suggestions do you have to make their advertising and media buys better? 2- What are their goals of sales promotion? What would you change? 3- You are their new advertising director, how do you recommend they move forward in their marketing campaigns?