Siew Peng Lim

Project management in outbound contact centre - Strategize, Plan, Execute, Delivery

Currently deployed at Ministry of Manpower (MOM) supporting Manpower Research & Statistics Division (MRSD) on registry & survey data collection on Establishments in Singapore (companies).

Heads the outbound contact centre team achieving service level targets set by MOM-MRSD stakeholders and Occupation employment dataset (OED) registry updates.

Stakeholder management – Client relationship

Co-ordinate, negotiate, constantly review processes with MOM-MRSD stakeholders on survey and OED registry progress. Navigate through ambiguity at the same time, providing my team with clarity on project requirements and targets.

Projects progression and Reports – vendor accountability

Accurate data collection to be submitted via the LSSP system from MOM-MRSD on survey and OED registry submissions. Present survey progress, team activities, feedback from respondents, Progressive wage model (PWM) call back results, team challenges and action plans to MOM-MRSD stakeholders weekly, and PSK senior management monthly.

Conduct regular reviews on existing work flows to improve efficiency and qualitative productivity.

Work together with MOM-MRSD data security team in tightening the data security process, partner Quality service (QS) team to work on speech analytics, escalated complaints, and customer-journey engagement projects.

Manage deployment – team governance

Partner HR recruitment team to ensure headcount of all teams are 100%, handle difficult staff matters, conflicts and maintained high discipline within the workforce.

Conduct interviews of potential candidates with HR team members during recruitment / staff replacement process.

Strategic Cost Management – business costs

Supports PSK Project director to keep costs within budget. Constantly review with stakeholders to reduce manual paper work and evolve as much as possible to digital / paperless proccess.

Achieved General Insurance (GI) sales KPIs

Headed Chubb acquisition (new business) operations of the sales team of 45 tele-sales executives, 4 team leads, 5 QA ans 2 admin staff.

Main KPIs were to grow revenue for DBS and Chubb, as well as to increase number new clients for Chubb policy-holders

General insurance products include Hospital Income plans, Dental care plans, Personal accident plans and Oral care plans.

Stakeholder management

Maintained strong stake-holder relationship between DBS Bank and Chubb higher management by acting as main liaison on overall sales performance of the team.

Strategized and implementd achievable action plans in sales performance with team ;eaders, QA team, and DBS management (VP level upwards).

Liaised with DBS product managers as well as Chubb sales management and provide regular feedback on the products sold, brainstorm for process / product improvement.

Sales performance and Reports

Provided weekly, monthly, and ad-hoc sales review updates to senior management, and be accountable for any sales team’s less than desired sales performance.

Analysed sales performance through usage of CRM system (MS Dynamics), campaign performance reports, QA reports, and all other internal system reports.

Reviewed and checked that all reporting sales MIS (reports) are accurate before presenting them to the required audience regularly.

Manage deployment

Partnered CHUBB HR recruitment team to ensure headcount of all teams are 100%, handled difficult staff matters, conflicts and maintained high discipline within the workforce.

Conducted interviews of potential candidates with HR team members during recruitment / staff replacement process.

Conducted regualar compliance audits as per Bank requirements and put in place data security processes when sharing info / updates with Chubb HQ office.

Strategic Cost Management

Reviewed with Sales Head and stakeholders quarterly the incentive schemes and sales challenges to implement and boost sales performance and maintained a motivated, high-energy team.

Achievements

o Implemented a performance management framework that clearly dictates the performance improvement plan for weaker performers

o Improved clarity in staff performance on leads management by guiding team managers to eye-ball individual performance using campaign performance reports and call productivity reports by staff by days, week and month

o Reduced fatal call rate by working with QA team to streamline processes and explain clearly the expectations to every individual sales exec so that they are aware what are the serious mistakes they cannot make during sales calls

o Provided management team with monthly team performance deck so that it addresses the gap between management and sales staff

o Clarified for team members their individual targets, and what is PIP (Performance improvement programme) entails so that staff keeps track of their numbers and avoid PIP

Service operations management

Reporting to the GM (Aftersales Division) I was tasked to ensure consistently high standards in customer relations supporting our sales and after-sales teams’ services rendered across all brands represented by Inchcape Singapore eg Toyota, Lexus, Suzuki & Hino

Acted and resolved escalated customer issues as well as complaints from both sales & after-sales divisions, experienced with attending mediation of escalated complaints at court and CASE.

Reviewed, revamped, and implemented CR team members’ KPIs and business directions.

Revamped CR workflows and streamlined performance reports of the call centre.

Meet HR staffing needs in terms of manpower to meet call centre requirements.

Business transformations

Introduced reports on customer issues including trend analysis and service recovery and new improvement areas to be implemented to address gaps.

Supported and executed Company’s business directions through process changes of Customer Relations team from a pure service team, to a Revenue-generating team (Service-to-Sales).

Implemented interim staff recognition program to encourage cross-sell behavior and results

Executed outsourcing of current inbound call activity to outsource vendor in Philippines (CEBU) BPO.

Reviewed and identified business needs by providing Sales Force experts our Business requirement tools eg. Reports and Analytics.

Collaborated with management team and Digital Marketing team in driving new Sales Force CRM system usage to end-users.

Supported HR team by recommending a 3rd party recruitment agency to manage Headcount and Pay-roll.

Achievements

o Shared best practices with Singapore team after returning from CR training from Principal - Toyota Japan in Nagoya, Japano Call centre KPIs achieved and 1st call resolution % exceeded KPI 90%

o Celebrated CR team success - company included CR team in incentive trip to Hokkaido, Japan in April 2019

o All escalated complaints are resolved without further escalation to Directors and MD

o 2019 Business plan hcompleted and obtained green-light to proceed with Director

o Approval granted by HR and MD on the transformation plan for Customer relations for 2019

o Philippines outsource team has exceeded KPIs in the last 3 months start in Oct 2018, visited CEBU office to re-inforce KPI management in April & June 2019

o Sales Force (Leads Nurture) segment has launched successfully since Nov 2018 and all users are on track creating sales opportunities

o Finalized Sales Force (Service reminder journey) with Digital Marketing team pending launch Q2 2019

o Recommended 3rd party recruitment agency to HR and is effective since Nov 2018

Sales operations management

Headed operations of 5 sales teams (100 tele-sales agents, 5 team leads, 7 support staff = 112 pax).

Main KPIs were to grow fee revenue & receivables and to increase main unsecured accounts.

Main product focus: Balance transfer, Instalment Loans, Add on Credit Cards, Credit Limit Increase, as well as Credit / Cash line Protection.

Handled 3rd level escalations from team leaders and ensured customer issues / complaints were resolved in timely and professional manner.

Provided team leaders with Product/Process training and consistent team leading coaching skills.

Supported & participated in assigned projects in line with Bank’s strategy and directions eg. System enhancements / Customer journey roadmaps.

Management reporting

Provide weekly sales review presentation updates to senior management, and be accountable for any sales teams’ weak sales performance.

Analyzed sales performance through usage of QlikView, Power BI, Telesales Call reports and other internal system reports.

Checked that all reporting sales MIS (reports) were accurate before presentation.

Strategized and implemented action plans to grow / improve performance with SVP.

Liaised with Product managers and provided feedback and suggestions on the products sold, brainstormed with them for process / product improvement in increase main accounts and grow revenue.

Sales performance progression and reports

Presented weekly, monthly, and ad-hoc sales review updates to senior management, and shared sales team’s less than desired sales performance with action plans / resolutions.

Review sales performance through usage of CRM system, campaign performance reports, QA reports, and all other internal system reports.

Reviewed reporting sales MIS (reports) are accurate before presenting them to the required audience regularly.

Audit & Compliance

Conducted regular reviews with Ops Risk department and ensured our established processes are strictly adhered.

Strengthened work flows and processes to improve operations efficiency.

Supported & participated annual internal audits & required external audits by the Bank.

Participated in regular ops risk assessments.

Achieved healthy rating from annual department audit checks.

Validated internal training for annual Staff Compliance Competency trainings & quiz as required by the Bank.

Strategic Cost Management

Met all headcount requirements and maintained staff attrition below 6% annually.

Ensured staff costs and other expenses are kept below budgeted cost per acquisition by our unsecured department.

HR support

Guided team leads to select suitable candidates that matches the desired skills for telesales.

Participated in regular reviews with HR and recruiting agencies to strengthen communications, as well as provide feedback on staffing quality from the agencies to meet our bank’s recruitment expectations.

Facilitated training and product briefings for all my staff.

Conducted important trainings eg. Compliance, PDPA, DNC to all staff on time or as required by compliance units and HR.

Planned and engaged in staff’s half yearly internal Sales Reward & Recognition events to motivate staff to do better.

Achievements

o Service requests met within Service Level Agreement by 90%.

o All teams in compliance with sales processes and work flows.

o Achieved a strong working relationship with other department stakeholders.

o All internal audits and external audits passed.

o Achieved career progression through various roles in the bank in the last 11 years

o Maintained annual attrition rate less than 6% per annum.

o No presidential complaint lodged since 2011.

o Successfully met telesales targets and even exceeded loans volume when managing telesales teams.

Tele-service activities

Conducted outbound and received inbound calls from Citi banking & Citi Gold customers.

Introduced our Bank’s CASA products and referred interested customers to our Personal Bankers for face to face appointments to secure investment oportunities.

Conducted semi-annual phone surveys to all Citi banking & Citi Gold customers to obtain feedback on their Relationship Managers / Personal Bankers’ service quality.

Updated team's service reports regulalry for our manager’s regular reviews meetings.

Achievements

o Best performing consultant, achieved highest incentive in the team on customer referrals

o Zero customer compliant

Direct sales activities

Face to face sales (Direct selling) of General Insurance Plans under Aviva to DBS/POSB customers.

Main activity was conducted outside the branch around self-service banking area i.e ATM lobbies.

Update self and team’s sales reports for management weekly sales reviews.

Achievements

o High sales performance award during this period

o Zero customer compliant

Inbound contact centre - mobile lines

Managed inbound enquiries from Starhub mobile subscribers.

Assisted in customer requests eg. Adding or removing value added services eg. Auto roaming / Call barring, Contract expiry etc.

Assist customers in bill enquiries, mobile phone usage enquiries, customer rewards or weekly promotions on mobile handsets.

Update self and team’s service reports for team manager’s weekly reviews.

Achievements

o Received customer compliments.

o Zero customer complaint lodged against me