2010 Contact Centre Industry Directory First Call Resolution–The ...

BC Awards report
to the employees’ current position, the
company will pay all the cost. If it is a
developmental course which will aid in
a future position, the company covers
50 percent of the cost.
A newly developed initiative is the
‘Acting’ program for various positions.
This gives employees an opportunity
to apply for various positions on a
relief basis and try different positions
without permanently changing jobs.
They not only gain the knowledge
and skills of another position, but can
determine a clear direction for their
future after having such opportunities.
Cross-training ensures people with the
right skills and abilities are able to fill in
on short notice.
CMBC also has a formal
Performance Management (PM)
program for its exempt as well as
its bargaining unit (COPE and CUPE)
employee groups. It establishes
employee’s performance objectives
to align with corporate business
objectives, and encourages regular
performance discussions between
managers and employees. This PM
program supports compensation
programs and also forms the
foundation to which CMBC’s career
planning and succession planning
is built.
The established career path for the
CIC is typically the position of Depot
Coordinator. The base requirements
for this position are knowledge of
the transit system, which is acquired
through the training and experience
in the call centre. Also, depending
on the skill set of employees prior to
joining the company, they may be
successful in other positions.
Employee recognition
Customer Information staffs are
recognized on individual outstanding
performance as well as overall
departmental achievements.
Commendations regarding
experiences with Customer
Information staff are taken by the
customer relations department and
forwarded to the corresponding
employees’ supervisor. Details
of the report are displayed on a
“Commendation Board” located in
the call centre for all staff to view.
A detailed letter of appreciation
is given each employee in receipt
of a commendation. They also
receive a gift card as a small token
of appreciation. All commendation
letters are also added to the
employee’s personnel file.
CMBC recognizes outstanding
employees by providing opportunities
through corporate sponsorship. As
an example, the American Public
Transportation Association (APTA)
Call Centre Challenge has an annual
contest to recognize the top eight
customer service representatives
working in the transit industry
throughout North America.
An internal competition is held
within the call centre to determine
who will be considered by APTA to
attend this competition. APTA then
does phone interviews and poses
scenario questions to all applicants.
For the last two years, CMBC
has had one of its staff chosen to
compete in this challenge -the
only ones from Canada. Both years
staff and spouse were flown to the
conference to participate in the
Challenge. Upon returning, their
photo was taken and displayed on the
CMBC Corporate Employee Network
and the company newsletter. In both
cases this challenge proved to be
motivating and exciting for the call
centre agents.
CMBC also targets employee
recognition through Long Service
Recognition Awards, luncheons,
summer BBQs, pizza parties and
various potlucks celebrating
multicultural holiday celebrations
to show appreciation. Corporately,
its employee communications
department is assessing the
programs in place and looking at
ways to enhance them.
Turnover rate
CMBC had a total call centre staff of
110 as of August 1, 2008. From then
until July 31, 2009, there were 77
new hires. Twelve employees quit
voluntarily and three were terminated
during that period. As of July 31,
2009, total staff numbered 102.
Employee satisfaction/
retention
CMBC retains and attracts employees
looking for a career with a growing
workforce and service area. Fulltime
employees start off with three
weeks’ vacation and 17 Flex days.
Medical and dental benefits are
also provided, along with a company
pension. The financial compensation
is also an incentive to retain the right
people. The call centre starting wage is
$20 per hour for an entry-level position.
Office staff within CMBC also
have the opportunity to seek out
job sharing opportunities. This is
especially helpful in retaining parents
and students who need to balance
their work and home responsibilities.
CMBC has recently implemented
the employee portal project, which
provides employee information,
newsletters and manuals online for
all employees. Computer kiosks have
been set up at all work locations so that
employees without a computer can
have access to the site. This is a great
tool for communicating with employees
and ensuring they feel involved.
Each office location has fitness
facilities available to employees and
provides fitness assessment, stretch
& strength, cardio training, back
workshops, health & nutrition, personal
training, and body composition.
CMBC also subsidizes a social
committee and other celebrations.
They include: annual Christmas
lunch at all locations; summer BBQs;
Long Service Recognition Awards,
In the Contact Centre of the Year category, Ken Redekop of TELUS (left)
and Rahim Jivraj of Avaya (far right) present to winners (left) Julie Bailey and
Christine Dacre of Coast Mountain Bus Company.
retirement dinners; pizza parties;
multi-cultural holiday celebrations;
staff appreciation days; retirees
last day off with pay; CMBC hockey
and golf tournament; transit soccer
tournament; environmental days and
commuter challenge.
CMBC employees also support
several community and charitable
projects helping others within the
community. They include: United
Way; construction of a wood shed at
Sasamat Lake youth camp; annual
“Balding for Dollars” fundraising
campaign for cancer; Toys for Tots
annual company Christmas toy drive;
BC Children’s Hospital Jeans Day
Button Campaign; Canadian Blood
Services; ‘Christmas Family’ –CMBC
employees volunteer each year to be
assigned a family in need.
January / February 2010 contact management.ca 21