DRAFT

Global Contact Centre Services

Implementation Guide

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1.0

Section Modified and

Revision Description
Initial Release

Date Modified
27 October 2014

Author
Carlos Pulido

Governance
Approver
Caroline Mansley
Marion McDonald
Karen Isaacs
Country GCC

Date

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Internal use only Proprietary and Confidential

Table of Contents
1.

Purpose..................................................................................................................... 4

2.

Scope........................................................................................................................ 4

3.

Definitions and Acronyms......................................................................................... 5

3.1

Definitions.......................................................................................................... 5

3.2

Acronyms............................................................................................................ 5

4.

Current State............................................................................................................ 6
4.1

Challenges.......................................................................................................... 6

4.2

As-Is Variances................................................................................................... 9

5.

Opportunities / Improvements..................................................................................9

6.

To Be Process / Procedures........................................................................................ 9

7.

Best Practices (Global Standard)............................................................................ 10

8.

Competitor analysis................................................................................................ 10

9.

Learnings / Case Study........................................................................................... 10

10.

Adoption.............................................................................................................. 10

11.

Exceptions........................................................................................................... 11

12.

Key Contacts........................................................................................................ 11

13.

Forms / Templates for use.................................................................................... 12

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1. Purpose
This guideline formally documents the Contact Centre Services (CCS) Model used to
support the implementation of Contact Centre services within AIG Global Contact Centres
(GCC). It forms the basis for a common, effective and transparent application of the
Contact Centre Services Model as it can be delivered across key workstreams within the
CCS function.

2. Scope
The Contact Centre Services guideline is applicable whenever a process or function is
identified to be introduced into any Global Contact Center.
The objective is to ensure that the Global Contact Centre Services organization delivers
consistent services that meet or exceed business needs, enhance AIG Contact Centre
Services competitiveness, and improve shareholder value. This includes:

Driving commonality, simplification, consistency, efficiency, and quality while

affording business flexibility
Drive accountability for deliverables, high-quality execution, and on-time
performance at all organizational levels

The scope of this guideline spans the entire Contact Centre Services function and the key
areas where CCS supports GCC delivery partners to provide an integrated and consistent
support model. It is applicable to all AIG Property Casualty Contact Centre Services
organizations. While it is directive in nature it also allows for situational
dependent flexibility in executing the model where and however applicable.

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3. Definitions and Acronyms

3.1

Definitions

3.2

Acronyms

GCC Global Contact Centre

CCS Contact Centre Services
GZ CC Guangzhou Contact Centre
TM Talent Management
CoE Centre of Excellence

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4. Workstream Recognition
4.1

Introduction to workstream

Recognition Program: A global umbrella plan was developed to support local

employee recognition programs around the world. This ensures that locations across the
company have a tool to recognize employee achievements consistently, and in a way
that delivers reasonable awards. The plan allows individual businesses / functions to
provide low-cost methods of recognizing employees.
The Recognition Program seeks for distinguishing the outstanding employees among the
SSC around the world, in order to promote their development as well as the companys
continuous improvement. It is focused on reinforcing and developing culture and the
accomplishment of the corporate strategic planning.
4.1.1 Recognition Objective
To create a global recognition program that generates an organizational
differentiation based on the development of a culture and sense of belonging among
all the employees that supports the corporate strategic planning.

4.2

Current State

These plans are developed and administered through partnership with Contact Center
Leaders, Compensation and Human Resources. All recognition programs must adhere to
the umbrella AIG Global Recognition Award Plan guidelines which include award criteria
and award levels. The purpose of AIGs Global Recognition Program is to support
programs that:

Encourage, recognize, and reward certain employee behaviors that are critical to the
success of an individual unit, but the need for which was not anticipated prior to the
performance cycle; or
Reward an employee for completing pre-defined short-term performance objectives
spanning less than one year.

As of October 31st, 2014, there are a total of XX recognition plans across Global Contact
Centers. Note that this is based on the managerial hierarchy in place as of this date.
4.2.1 Methodology

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The program includes 3 types of recognition:

4.2.1.1 Business: This consists in giving points for the accomplishment of the
variables customized in each center.
Business Variables: Customized locally, 2 variables by area, for example:

Productivity
Quality
Customer Service metrics
Project Implementation

How we recognize?
Manager evaluation monthly
Points system based on business results
Accumulate points each month
Impact Expected: Maximum 20%
Prizes:
Public recognition
Points redemption
AIG products
L&D rewards
SSC global meeting
4.2.1.2 Culture: Consists in global culture competencies defined as: Customer
service, Team members, Continuous improvement and Behaviors that reinforce
the SSCs culture. Will consist of a certain number of variables, which will be
divided in behaviors that allow the employees growth and the development of
an organizational standardized culture.
Global Culture mobilizers
Customer Service
Team Members
Continues Improvement and Innovation
Behaviors that reinforce SSCs culture
How do we recognize?
Manager recognizes outstanding situations with colored coupons
monthly
Site Leaders will identify quarterly their top five role models according to
the number of monthly coupons they received
Impact Expected

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 Maximum 20% monthly

Top 5 quarterly by location
Prizes:
1 Coupon = 1 Gift card
Role model = certificate, public recognition and 30 points quarterly
Global Role Model = Public recognition by location annually
4.2.1.3 Teams: This recognition piece will be developed every month, and consists
in recognizing the 3 best teams for achieving an outstanding performance by
Q.
Global Competencies:
Process Improvement
Innovation
Exceptional Results

How do we recognize?
Managers nomination
Senior Leadership Team review and validate all the nominations with the
local leadership team
One team will be recognized quarterly

Expected Impact
1 Team per quarter by center
1 winner team globally
Prizes:
Certificate
Gift Cards
Public Recognition
4.3

Challenges
Ensuring that programs are consistent with existing Shared Services programs.
Its a Business Program to recognize outstanding culture and business results, for
that reason it needs to be customized according to the centers culture and specific
business challenges.

It covers 100% of the population, giving the same opportunities to all employees

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 A clear and continuous communication to engage the employees with the program
is key to ensure the right experience for the employees
At the end of the year, the programs impact will be evaluated and adjustments
made if needed

4.4
5.

As-Is Variances

Opportunities / Improvements

6. To Be Process / Procedures

Compensation Procedure and Policy

All employees are eligible to participate in the plan except for external contractors,
independent contractors, temporary workers, and independent agents. The AIG
Recognition Plan provides a lot of flexibility to business and functions allowing each
group to tailor the program to their respective group. Each program must state the
award criteria, type of award and payout caps:

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Item

Details
Examples include but not limited to:

Award Criteria

Types of Awards

Exemplifying certain role model behaviour

Performing work outside the normal scope and
responsibility going above and beyond
Completing certain short-term performance
objectives
Displaying exceptional internal or external
customer service

Examples include but not limited to:

Plan Caps

Gift certificates or gift cards

Tickets to a theatre, concert, sporting or other
special event
Dinner voucher at a restaurant
Certificate, plaque, or trophy
Mugs, golf/t-shirts, or other merchandise
Cash

A Participant can receive multiple cash and noncash recognition awards in a calendar year as long
as the awards do not exceed the following Plan
caps:

Recognition Global Policy

Recognition Global Process

No single Award can exceed a maximum value of

$250 USD gross;
The maximum dollar value of Awards that a
Participant can receive in a calendar year is
$1,000 USD gross.

7. Best Practices (Global Standard)

Recognition Program
The most effective incentive plans generally have the following characteristics:

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Senior leadership support

Employee involvement in ideas and improvements
Fairness of awards in relation to peer group
Aligned with the business challenges
Aligned with the local culture and behaviors expected
Clear communication as key piece

8. Competitor analysis
9. Most organizations with a Contact Center have implemented one or more
Recognition Programs. According to the 2014 Mercer Contact Center Survey, 58%
of organizations indicated that they offer contest programs to their sales Contact
Center staff; 53% of Customer Service Contact Center staff are eligible for contest
programs. The table below reports cash contests prizes versus non-cash contests
prizes:
10.
Incentive Plan
Sales Positions
Customer
Blended
Service
Sales/Service
Cash
9%
6%
N/A
Non-Cash
17%
13%
N/A
Combination of Both
74%
81%
11.
12. Source: 2014 Mercer US Contact Center Survey (need to update with 2014 data)

13.
14.Note that this data represents US market practice. Market results may vary based
on geography. See the Appendices for local market information.

15. Learnings / Case Study

16. Adoption

Generate organizational differentiation

Reinforce the Organizational Culture
Create sense of belonging
Engage the employees to be oriented to business outcomes
Create a healthy competition across SSCs
Optimize and reinforce career mobility
Reinforce the team work across the organization
Stand out the role models
Development and performance of employees in the company

17. Exceptions

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The program needs to be customized to the Contact Centers operations, taking into account the
Business Challenges, Context, Culture defined as well as including the local business vision.

18. Key Contacts

Compensation: Emile Chung

Talent Management: Carlos Pulido

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19. Forms / Templates for use

Attach relevant forms or templates that can be utilized globally

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