SBS Bank

Thanks to Christine Hollingworth and her team for the profile.


















Please provide us with a brief overview of how your centre is structured and the main call types the centre receives?

The SBS Bank Contact Centre was established in Invercargill in August 2000 with 12 fulltime and part-time staff and now boasts 31 staff.  We have two Inbound teams taking banking-related calls from new and existing customers. They also support our 15 retail branches from Invercargill up to Hamilton.

Our administration team supports both our Inbound and Outbound teams with processing our customer requests either from a phone call or via internet banking.

The Outbound team currently has six types of call programmes aimed at communicating to all our existing customers during the course of the year.

The main call types the centre receives? (Have included our top 4)

-  Lending
-  Transactional accounts
-  Investments
-  Professionals

What is the overriding vision that drives your team?

To be the first choice in banking.

To focus on a customer-driven strategy with technology as the enabler, not the driver. Every day it is about the customers and our team providing exceptional service. When a customer rings the SBS Bank Contact Centre they are always greeted by a person – not a recording.

 
What are some of the main values you and your staff live by?

SBS Bank will be the essential partner on an individual’s path to financial independence … a continuous relationship.

Commitment to mutual benefit

We will ensure members’ interests are at the heart of our purpose and at the forefront of decisions made. SBS Bank must prosper, but members’ common interests will always be paramount in commercial decisions.

Sustainability through prudence

Through careful stewardship, based on commercial robustness and operational prudence, we will continue to exercise ethical practices and due care in growing the value of SBS Bank.

Our people make the difference

The people of SBS Bank are the driving force behind our purpose. Our charge is to provide an environment offering challenge, encouragement and fair recognition, thereby allowing deliver of professional service to members.

The prosperity of our community

We will contribute to community development and prosperity on behalf of, and for the ultimate benefit, of our members.

Building an in-house Outbound Calling Queuing & Reporting system that will also include staff results. This should eliminate the need for manual spreadsheets.

What systems or initiatives have you implemented that are delivering the best results for you right now?

-  Introducing Quarterly Sales Campaigns
-  Adding variety to staff coaching sessions
-  Re-defining our wrap up codes
-  Physically changing teams around, as well as lowering partitions between staff
-  Updating our training modules to include newly introduced knowledge checks

General information

•  Seats: 31
• Staff numbers (back office, admin staff etc)
  1 Manager
  2 Inbound Team Leaders
• 16 Inbound staff
  3 Administration staff
  1 Outbound Team Leader
  7 Outbound staff
  1 i-bank assist staff member
• Induction training length: 3 months intensive training
• Ratio, inbound and outbound: 70% Inbound & 30% Outbound
• Call volumes , yearly and weekly: 208,000 Annually
• Average talk time: Inbound 2:15 & Outbound 4:35
• Service level or grade of service or KPI’s:
  85% of all calls answered in 15 seconds
  Less than 2% Abandonment Rate
• Call Resolution 50%
• Hours of operation:
  Inbound (Monday to Friday) 8.30am to 5.30pm
  Outbound (Monday to Thursday) 10.30am to 7.00pm (Friday) 8.30am to 5.00pm
• Technology used:
• Phone system – NEC
• Call recording – Zeacom’s R&
• CRM – Jade (Internal)
• Call Routing software – Zeacom