Following a recent eg executive dinner delegates were asked to complete a short questionnaire which highlighted the main focus to be around reducing operational and IT costs without compromising a high level of customer service.

At eg we advocate a balanced set of measures to drive overall performance improvement, spanning the key performance areas of;

Service Levels achieved, Quality scores, Skill based Capability levels achieved, Throughput levels of work, Productivity based performance indicators.

With the numerous KPI’s available within the eg operational intelligence® software suite supporting these key performance areas, we are often asked which are the most important ones to focus on to drive improvements in your current Workforce Optimisation levels?

As a business which specific eg KPI’s are you focussing on in 2012?

Do you combine or link KPI’s from one key performance area to another, for example your Service % and your Efficiency %?

What KPI’s do you use in addition to those available within the eg software suite?

Let us know by sharing your thoughts on this post by adding your comment to our blog.

We look forward to sharing the feedback we gain and our thoughts on this topic on the 13^th March at Anfield for the first of eg’s Focus Group for 2012.

Request a copy of your free white paper on Optimising Back Office Performance. eg is a back office optimisation software company specialising in two core solutions, for more information contact us via email or telephone 01785 715772.

Customer Operations at Nationwide Building Society implemented eg work manager^® into the Back Office on a phased basis.  The case study looks into the benefits that eg work manager^® has provided to the Customer Events business area and how the Forecast and Capacity team can use the data now available to improve the Forecasts and Capacity plans.

Read the full back office planning case study.

Excerpt from the case study:

“The priority is to understand and analyse the data that is now available to us so that we can understand our business better and provide more Operational areas with a reliable Forecast and Capacity views so that the Customer Experience can be maintained and improved.

The analysis will involve looking at individual and team performance, highlighting any timing issues on processes that are constantly over and under performing. From this information we will be able to drive efficiencies and help to indentify teams and processes that would benefit from a Lean Review.

The data will enable me to track effectively ‘unavailable’ time and will enable this into our Forecast and Capacity models so a more realistic shrinkage rate can be used rather than the flat 25%. This will enable the team managers to plan more effectively for peak periods and give the Business confidence that resource will be available to meet demand.

We will use the information to move away from providing a flat weekly forecasts and building in the flexibility to provide varied forecasts based on daily and weekly trends.

Through the skills and utilisation data available in eg work manager^® we can now establish where there are any knowledge shortfalls and the Operation Managers can use the information to develop training plans, this will be beneficial when dealing with peak periods and ensure that the correct resource is moved between teams so that there isn’t an adverse affect on the Customer Experience, Performance and Service levels”.

Murray Sutton, Business Support Consultant – Performance and Risk, Nationwide Building Society

“Previously we were not capturing the correct way we recorded volumes of work against their SLA. By having the eg tool we have now been able to re-apply the way this is calculated but more importantly can see independently how the Ops areas are performing against it along with the age profile of work outstanding. This is far more informative for everyone within Customer Ops to be able to work on oldest work first but also now means that we have one version of data going out from the division to other areas of the group.”

Elizabeth Erskine – MI Manager Performance & Risk

Read the full Back Office Planning case study.

There are more case studies from eg available and you can Read what our clients say about the eg operational intelligence® software suite.

If you want regular updates on our news and knowledge sign up to our newsletter.

Why eg?

eg is the only back office optimisation software company that guarantees return on investment and is paid based on the results delivered – whatever you invest in implementation will pay for itself, typically within 6 months.

Our software is totally scalable to match the needs of your organisation with live implementations ranging from 10 to over 5,000 users currently being supported, and scalability proven for up to 10,000 users on a single server.

Our software is working hard for client businesses across the globe, and with over 41,000 users it is resilient and built for everyday use by your business.

To arrange a demo please contact us on +44 (0) 1785 715772 or email ask@eguk.co.uk

Customer Operations at Nationwide Building Society implemented eg work manager^® into the Back Office on a phased basis.  The case study looks into the benefits that eg work manager^® has provided to the Customer Events business area and how the Forecast and Capacity team can use the data now available to improve the Forecasts and Capacity plans.

Read the full back office planning case study.

Excerpt from the case study:

“The priority is to understand and analyse the data that is now available to us so that we can understand our business better and provide more Operational areas with a reliable Forecast and Capacity views so that the Customer Experience can be maintained and improved.

The analysis will involve looking at individual and team performance, highlighting any timing issues on processes that are constantly over and under performing. From this information we will be able to drive efficiencies and help to indentify teams and processes that would benefit from a Lean Review.

The data will enable me to track effectively ‘unavailable’ time and will enable this into our Forecast and Capacity models so a more realistic shrinkage rate can be used rather than the flat 25%. This will enable the team managers to plan more effectively for peak periods and give the Business confidence that resource will be available to meet demand.

We will use the information to move away from providing a flat weekly forecasts and building in the flexibility to provide varied forecasts based on daily and weekly trends.

Through the skills and utilisation data available in eg work manager^® we can now establish where there are any knowledge shortfalls and the Operation Managers can use the information to develop training plans, this will be beneficial when dealing with peak periods and ensure that the correct resource is moved between teams so that there isn’t an adverse affect on the Customer Experience, Performance and Service levels”.

Murray Sutton, Business Support Consultant – Performance and Risk, Nationwide Building Society

“Previously we were not capturing the correct way we recorded volumes of work against their SLA. By having the eg tool we have now been able to re-apply the way this is calculated but more importantly can see independently how the Ops areas are performing against it along with the age profile of work outstanding. This is far more informative for everyone within Customer Ops to be able to work on oldest work first but also now means that we have one version of data going out from the division to other areas of the group.”

Elizabeth Erskine – MI Manager Performance & Risk

Read the full Back Office Planning case study.

There are more case studies from eg available and you can Read what our clients say about the eg operational intelligence® software suite.

If you want regular updates on our news and knowledge sign up to our newsletter.

Why eg?

eg is the only back office optimisation software company that guarantees return on investment and is paid based on the results delivered – whatever you invest in implementation will pay for itself, typically within 6 months.

Our software is totally scalable to match the needs of your organisation with live implementations ranging from 10 to over 5,000 users currently being supported, and scalability proven for up to 10,000 users on a single server.

Our software is working hard for client businesses across the globe, and with over 41,000 users it is resilient and built for everyday use by your business.

To arrange a demo please contact us on +44 (0) 1785 715772 or email ask@eguk.co.uk

Each year eg solutions plc, the back office optimisation software company and other supporters of Doornkop host a Christmas party for the children and this year the children went to Dude hall in Soweto – organised and supported by the eg South African team who raised the funds through a sponsored fun walk.

The children put on an amazing mini concert for the guests with all the different classes taking part in an activity. Lunch for the day was prepared by Digipos with the support of Samantha Phelps who sponsored the party packs and cup cakes, she was introduced to DNCC by eg’s Kay Moodley.

The day ended once all the children had received a Christmas present, kindly donated from the toy run organisation.

The money raised for this year’s Christmas Party totalled R8,775 and was raised partly by a run for fun as well as other donations from clients and members of staff at eg solutions.

We would like to thank everyone who has donated to the Charity to make this event possible as well as our own eg team who attended the event, they included Tony Cohn, Kay Moodley and Nols Mbele.

The Doornkop Needy Children Centre provides shelter, clothing, education and love to orphans and destitute children from the age of 0–5 years.  Currently around 160 children are in their care.

Find out more about the Doornkop Needy Children’s Centre and how you can get involved, and email ask@eguk.co.uk.

As an economically gloomy year draws to a close, income and profits in the UK financial services sector has fallen at record rates as the recession deepens and the credit crunch continues.  So what is next for Financial Services and what are the key business priorities and strategic objectives to turn things around?

As part of eg’s client events in 2011, Executives and Managers of back office operations across Financial Services organisations were asked to indicate what their key business priorities and strategic objectives would be in 2011/12?

Overwhelmingly, respondents, regardless of level selected the same three priorities:

• Customer service improvements
• Cutting operating costs/IT costs
• Preserving existing revenue streams

So with this in mind, do you think it will be possible to make further Customer Service improvements and cut costs?  The results also indicated that growth will be limited as companies work to preserve existing revenue streams.  These results indicate that recovery will be slow and reiterate the Bank of England view on the longer than expected recovery.

The Institute of Customer Services Customer Satisfaction results clearly show that service matters, as can be seen in these associated articles:

• UK Customer Satisfaction Index July 2011 – executive summary
• first direct and instilling a customer service DNA

Please let us know if you agree with the three key priorities or how yours differ from the ones highlighted above. The full choices of priorities were as follows:

• Customer service improvements
• Regulatory compliance
• Expense control
• Cutting operating costs/IT costs
• Revenue generation
• Increasing profit margins
• Reducing agent attrition
• Increasing sales
• Preserving existing revenue streams
• Regulation and security
• Product innovation

Organisations who participated in the survey were from a range of financial service organisations, varied in size and type of operation across the UK and South Africa.

We have put together a formidable team of talent with a wealth of knowledge and experience at their fingertips to mentor three local fledgling businesses to success over 12 weeks.

They are, Elizabeth Gooch of eg solutions, Chris Lewis of the Lewis Partnership, Mike Heenan of Dean Staham Kemp, management consultant Brian Henderson and Francesco Dellicompagni, founder of the Francesco group.

Our winners will also receive a free comprehensive advertising campaign in the Newsletter to help promote their business.

We shall then pick the best performing business to go through to a national competition under the beady eye of Dragon’s Den business guru Deborah Meaden.

Elizabeth Gooch established the back office optimisation software company, eg solutions plc in 1988. Having successfully implemented her business on AIM, Elizabeth is recognised as a leading female entrepreneur in Management Today’s top 100 entrepreneurs.

To enter apply online, saying why you would benefit from the expertise of our panel. Eligible businesses must have been trading for more than one year but less than three.

The scheme, which is organised by the Newspaper society, is backed by the Prime Minister David Cameron and has Deborah Meaden, multi – millionaire business women and star of BBC’s Dragon’s Den as its national ambassador.

We hope to be able to launch an inspirational local business on to the national stage, so don’t miss out on this unrivalled opportunity and log your entry now. We have extended our deadline for entries until Monday 12^th December 2011. A shortlist will be drawn up and entrants may be required to give a short presentation to the panel. Winners will be notified early in the New Year.

The programme has had the backing of Prime Minister David Cameron who believes it may have a major role to play in cultivating economic growth. “The Local Business Accelerators’ campaign will help provide the boost that our smaller British Businesses need right now. Those will benefit from the initiative are the very businesses and entrepreneurs that will help lead Britain’s recovery.”

The Future of Nordic Retail Banking will explore case studies from various banks in the region and examine all aspects of the retail banking market. The evolving regulatory environment, shifting economic landscape and changing consumer behaviour require banks to adapt, innovate and make use of advancing technology. This event will address these challenges; from cross channel co-ordination and operational issues to customer loyalty strategies including the innovative use of social media.

Delegates will:

• Hear from senior representatives at leading Nordic Banks, including SEB, Swedbank and DnB NOR, on such issues as innovation, customer loyalty and opportunities for growth.

• Discuss different strategies for engaging customers across a range of distribution channels, including an insight into Íslandsbanki’s success with the new service of Personal Finance Management (PFM).

• Learn about successful social media strategies from other banks and different industries
• Gain insight on how successful operational models can lead to both increased efficiency and improved customer service.

Speakers include:

• Trond Tostrup, Chief Executive Officer, Sparebanken Øst
• Carl-Viggo Östlund, Chief Executive Officer, NordNet
• Lars Friberg, Head of Private Banking Retail, Swedbank Group
• Höskuldur Ólafsson, Chief Executive Officer, Arion Bank
• Pasi Kämäri, Chief Executive Officer, Savings Banks Association

eg will be attending the event and Andrew Baker, eg‘s Senior Client Relationship Manager, commented “We look forward to this important event to share insights on how our back office optimisation solutions can support future developments in this sector”.

Retailers need to be wary of non-specialists offering make-shift back office solutions which do not meet their requirements, according to software company eg solutions.

Elizabeth Gooch, CEO of eg solutions, argues that the market for systems which manage front end systems (the customer facing side of the businesses) is becoming saturated, whereas technology tracking and managing work, people and processes in the back office is still an area for growth.

According to research conducted by workforce optimisation market (WFM) experts DMG Consulting, the back office optimisation market is expected to be three to seven times greater than other business software sectors, such as the contact centre market, in years to come.

Speaking at the eg solutions showcase earlier this year, President of DMG Donna Fluss, said: “The most significant trend altering the WFM landscape is that organizations are awakening to the needs of the back office.

“The growing interest in back-office WFM solutions has a number of contact centre WFM vendors claiming to provide this functionality.”

eg solutions has been working with companies for over 20 years to optimise their back office systems and typically delivers cost savings of 20 to 50 per cent in this area by measuring and managing processes.

Gooch is concerned however that many providers which primarily deal with front office WFM, are now switching their attention to back office solutions.

According to Gooch these companies often try and adapt their existing systems to this new environment even though they are ill-suited, which can mean eg solutions need to be called in to add extra layers of functionality later.

“There is quite a lot of difference between the algorithms needed to calculate these forecasts and schedules, as they tend to be far more complicated in the back office then they are in the front office,” Gooch commented.

“One of our clients, which tried to use a mixture of services found it needed the detail from our software to be able to mirror the workflow, how it arrives, how it flows through the process and fall-off rates at different stages, which the front office solution could not cope with at all.

“Companies can either buy twice or buy it from us in the first place.”

The Co-operative Group is one of eg solutions major clients and Gooch says that its system is perfectly suited to dealing with the myriad of financial transactions and HR processes of each side of the mutual’s business.

Fluss warned that many front office specialists do not offer the functionality needed to deal with the multiple channels involved in back office operations, and praised Gooch’s business by saying: “eg has the most complete purpose built solutions for the back office.”

With margins and cash tight for many retailers right now, it is clearly prudent to investigate in ways to save money through streamlining processes but it seems some back office solutions may not be able to deliver all that they promise.

Read more about the back office market.

For more information just send us an email.   If you would like regular updates on our news sign up to our newsletter.

To improve and streamline the back office has always been one of the issues with which banks and financial institutions have been continually struggling. At present the field of banking and financial services has never been more challenging.  By improving operations and coordinating the front and back office banks could cut costs and improve efficiency by a considerable amount.

The event will focus on the transformation of back office optimization in the biggest banks across Europe. Senior level decision makers from these companies will share their own experiences and case studies. Delegates can hear about unique topics presented by experienced professionals from the biggest European banks.

eg will be presenting their thinking on how to ensure you have the best solutions to optimise the back office.

More specifically, Tim Becker, Client Solutions Manager at eg solutions, will define the requirements of back office workforce optimisation – what you need to have in place to deliver success and provide an understanding of the range of back office challenges.

Further topics to be covered include:

• how to implement effective planning and forecasting disciplines in the back office
• how to achieve real time management of back office supply & demand
• how to deliver comprehensive reporting & analytics that meet different business demands.

The session will also enable attendees to learn from extensive experience and case studies of delivering guaranteed improvements in people; process and customer service performance.

For details of discounted delegates places email ask@eguk.co.uk for more information.

Improving service and reducing cost rests on the ability to align processing staff to service demand, through the day.

As Ventana Research recently reported; only 9 percent of businesses are very satisfied with their overall performance management efforts.  A quarter of organisations revealed their business case is not strong enough.  In addition, more than two-thirds of organisations identify as the top barrier a lack of resources.

This is not surprising and something I often hear which brought me to thinking how do you know when you need more resources?  Where are the facts to support this?

In a recent blog, I identfied that there are numerous performance improvement methodologies but two key ways of doing this are through:

• Operational management improvements that result in the more effective utilisation of resources and processing systems available.  For example, implementation of operational intelligence and improved operations management practice.

• Initiatives aimed at achieving improvement through re-engineering processes, structures and cultures.  For example, “Lean”, “Six Sigma” and “Systems Thinking”.

How do you ‘achieve more with with what you’ve got’ or truly understand the skills level required to spend 25% less time producing the same level of work?

Without credible information about how well processes are performing, what activities need to be completed and how well our people are succeeding in terms of customer service, productivity, skills and quality; a manager is unable to take the right actions to improve performance and in particular the level of variance that exists.

You may know how much resource you pay for, but do you know how many hours you have available each day, week or month?

I’d like to hear from anyone who can tell me how they know when more resources are needed?  Where are the facts to support this?  Many organisations do not have the information needed to understand total contracted resource, hours lost for any reason or time diverted from core-activity – in fact, all the key measures needed to understand total available hours and make the most of their people.  I think we’d be suprised at the varying levels of ‘fact-based’ management information there is out there.

Comments, thoughts, feedback by email please.